Soda stream international ltd.

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Soda stream international ltd.

  1. 1. MarketLine Case Study SodaStream International Ltd. Shaking up the US soda market Reference Code: ML00013-017 Publication Date: July 2013 WWW.MARKETLINE.COM MARKETLINE. THIS PROFILE IS A LICENSED PRODUCT AND IS NOT TO BE PHOTOCOPIED SodaStream Case Study © MARKETLINE THIS PROFILE IS A LICENSED PRODUCT AND IS NOT TO BE PHOTOCOPIED ML00013-017/Published 07/2013 Page | 1
  2. 2. OVERVIEW Catalyst SodaStream International Ltd. (SodaStream) engages in the manufacturing, distribution and marketing of home carbonation systems that enable consumers to transform ordinary tap water instantly into flavored carbonated beverages such as carbonated soft drinks and sparkling water. As health and environmental concerns over pre-packaged soft drinks have grown, so too has the company, and it is now listed on the NASDAQ stock exchange. As a result, the company has recently been reported as a potential acquisition target for heavyweights The Coca-Cola Company (Coca-Cola) and PepsiCo, Inc. (Pepsi) .This case study analyzes SodaStream‟s route to recent success, and assesses why it has started to generate such a buzz in 2013. Summary  The global carbonated soft drinks market has enjoyed a prolonged period of growth, and continued to grow during the recession. Notably, the United States accounts for a large proportion of the global total, but the market has been in decline for the past few years. Additionally, soda products have received bad press in recent years, with concerns over health and the environment dominating headlines.  Headquartered in Israel, SodaStream has become a truly international brand and company. It was founded in 1903, began making the first home carbonated drinks system in 1955 and saw popularity in the UK and Europe during the 1970s and 1980s. However, the brand‟s popularity fizzled out after this and, after a number of acquisitions, was acquired by a group led by Fortissimo Capital in 2007.  After a number of years out of the spotlight, SodaStream re-launched its product in the UK in 2010, and went on to push its products in other key markets. Notably, this included the US, where the company has embarked on an extensive marketing and PR campaign in order to maximize household penetration, which included a banned Super Bowl commercial in 2013 that was seen as overly-critical of Coca-Cola and Pepsi. Crucially, the company‟s recent strategy is centrally focused on the health and environmental benefits of its soda-making product. SodaStream has also entered into a number of partnerships with other companies in order to increase the appeal of its supplementary consumable products, and has begun an attempt at premiumization in order to promote the long-term appeal of its soda makers.  In the wake of its recent expansion efforts, SodaStream has seen its top line grow rapidly, and its US growth has actually outpaced its overall growth, outperforming the whole carbonated soft drinks market by some margin. The company‟s revenue mix has also started to weigh in favor of more profitable consumables, contributing towards SodaStream‟s bottom line growth. As a result, the company is now in a much stronger position moving forward than it was in 2008, when profitability was very low. SodaStream Case Study © MARKETLINE THIS PROFILE IS A LICENSED PRODUCT AND IS NOT TO BE PHOTOCOPIED ML00013-017/Published 07/2013 Page | 2
  3. 3. TABLE OF CONTENTS Overview ............................................................................................................................................................................. 2 Catalyst............................................................................................................................................................................ 2 Summary ......................................................................................................................................................................... 2 The Soda market is vast and growing ................................................................................................................................. 5 The global carbonated soft drinks market is growing....................................................................................................... 5 The US offers huge opportunity ....................................................................................................................................... 5 The soda industry is often the subject of bad press......................................................................................................... 7 SodaStream as a company ................................................................................................................................................. 8 SodaStream has a long history, and a previous UK focus............................................................................................... 8 The product was a fun gadget ......................................................................................................................................... 8 SodaStream operates a razor/razor blade business model ............................................................................................. 8 The SodaStream relaunch .................................................................................................................................................. 9 Early relaunch.................................................................................................................................................................. 9 A new focus on environmentalism and health ................................................................................................................. 9 SodaStream as an “Earth Friendly” product................................................................................................................. 9 The banned Super Bowl commercial ......................................................................................................................... 10 Health consciousness ................................................................................................................................................ 10 Strategic partnerships.................................................................................................................................................... 11 SodaStream has used existing brand power to boost its own brand.......................................................................... 11 Partnerships with designers and Samsung have premiumized the brand.................................................................. 12 SodaStream‟s revenue has trebled since 2008 ............................................................................................................. 14 The Americas now accounts for over a third of SodaStream‟s sales ............................................................................. 14 Recurring income continues to rise ............................................................................................................................... 15 Profitability is increasing ................................................................................................................................................ 16 Conclusions....................................................................................................................................................................... 17 SodaStream has seen tremendous growth, but is yet to fulfill its potential .................................................................... 17 Appendix ........................................................................................................................................................................... 18 Definitions...................................................................................................................................................................... 18 Sources ......................................................................................................................................................................... 18 Further Reading............................................................................................................................................................. 20 Ask the analyst .............................................................................................................................................................. 21 About MarketLine .......................................................................................................................................................... 21 Disclaimer...................................................................................................................................................................... 21 SodaStream Case Study © MARKETLINE THIS PROFILE IS A LICENSED PRODUCT AND IS NOT TO BE PHOTOCOPIED ML00013-017/Published 07/2013 Page | 3
  4. 4. TABLE OF FIGURES Figure 1: Global carbonated soft drinks market value, 2007-2016, $bn .............................................................................. 5 Figure 2: Global carbonated soft drinks market volume geography segmentation.............................................................. 6 Figure 3: US carbonated soft drinks market volume, 2007-2011, billions of liters ............................................................... 6 Figure 4: A frame from SodaStream‟s banned Super Bowl commercial ........................................................................... 10 Figure 5: The SodaStream 1970s lineup (left) and the SodaStream Source lineup 2012 (right) ....................................... 12 Figure 6: SodaStream key financial data, 2008-2012, $m................................................................................................. 14 Figure 7: SodaStream geographical revenue segmentation, 2010-2012, % ..................................................................... 15 Figure 8: SodaStream product type revenue segmentation, 2010-2012, $m .................................................................... 15 SodaStream Case Study © MARKETLINE THIS PROFILE IS A LICENSED PRODUCT AND IS NOT TO BE PHOTOCOPIED ML00013-017/Published 07/2013 Page | 4
  5. 5. THE SODA MARKET IS VAST AND GROWING The global carbonated soft drinks market has enjoyed a prolonged period of growth, and continued to grow during the recession. Notably, the United States accounts for a large proportion of the global total, but the market has been in decline for the past few years. Additionally, soda products have received bad press in recent years, with concerns over health and the environment dominating headlines. The global carbonated soft drinks market is growing The global carbonated soft drinks market had total revenues of $211.5bn in 2011, representing a compound annual growth rate (CAGR) of 1.7% between 2007 and 2011. Growth is set to continue to 2016, with an anticipated CAGR of 2.6% for the five-year period 2011 - 2016, which is expected to drive the market to a value of $240.3bn by the end of 2016. Additionally, the market‟s volume has also seen increases, and market consumption volumes increased with a CAGR of 1.3% between 2007 and 2011, to reach a total of 196.6 billion liters in 2011. The market's volume is expected to rise to 221 billion liters by the end of 2016, representing a CAGR of 2.4% for the 2011-2016 period. Figure 1: Global carbonated soft drinks market value, 2007-2016, $bn 300 Market value ($bn) 250 200 150 100 50 0 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 SOURCE: MarketLine Industry Profile – Global Carbonated Soft Drinks MARKETLINE Notably, the global carbonated soft drinks market continued to grow through the global economic downturn, albeit at a less than strong rate. Such growth does, however, show the strength of the overall market in the face of economic difficulties: consumption continues to grow in spite of financial instability. This fact makes it an attractive prospect for companies looking to grow revenues. The US offers huge opportunity It is worth noting that the US is by far the largest single market for carbonated soft drinks in the world. In fact, as evidenced by figure 2, the volume of carbonated soft drinks consumed in the US per year is comparable to that of the whole of Europe, and far exceeds that of the entire Asia-Pacific region. The US total volume of carbonated soft drinks consumed in 2011 stood at 57.3 billion liters, or 183.9 liters per person. This per capita figure is very high in relation to the same figure for other countries, such as the UK, where per capita consumption is 43.2% less at 104.6 liters per year. SodaStream Case Study © MARKETLINE THIS PROFILE IS A LICENSED PRODUCT AND IS NOT TO BE PHOTOCOPIED ML00013-017/Published 07/2013 Page | 5
  6. 6. Figure 2: Global carbonated soft drinks market volume geography segmentation US Europe Rest of World 14.3% Asia-Pacific 29.2% 27.1% 29.5% SOURCE: MarketLine Industry Profile – Global Carbonated Soft Drinks MARKETLINE However, in recent years, the US carbonated soft drinks market has been in decline, forcing downward pressure on key players‟ operations within the country. In fact, The Coca-Cola Company (Coca-Cola) and PepsiCo, Inc. (Pepsi), who together accounted for 74.4% of the US market value in 2011, have increased the price of their soda products in order to offset declining volumes. Figure 3: US carbonated soft drinks market volume, 2007-2011, billions of liters 61 60 59 58 57 56 55 2007 2008 2009 SOURCE: MarketLine Industry Profile – Carbonated Soft Drinks in the United States SodaStream Case Study © MARKETLINE THIS PROFILE IS A LICENSED PRODUCT AND IS NOT TO BE PHOTOCOPIED 2010 2011 MARKETLINE ML00013-017/Published 07/2013 Page | 6
  7. 7. The soda industry is often the subject of bad press High consumption of soda is often linked to health problems, such as diabetes and obesity, due to the large amount of sugar and sweeteners that make up the end product. In fact, research presented by Harvard researchers at the American Heart Association‟s Epidemiology and Prevention/Nutrition, Physical Activity and Metabolism 2013 Scientific Sessions in March, 2013, claimed that 180,000 deaths worldwide were linked to sugary beverages in 2010. Such findings have led to a number of campaigns in recent years in order to reduce soda consumption, both in the US and other regions, and to instead encourage consumers to drink healthy alternatives, such as fresh fruit juice and water. Perhaps the most famous recent example of this is the proposed banning of the sale of sugary drinks in containers holding more than 16 ounces (455 mililiters) in New York City. In a bid to curb obesity in the city, Mayor Michael Bloomberg aimed to impose a city-wide ban in March 2013, but this was overturned by a New York judge before it came into effect. At the time of writing, the New York City Law Department is currently in the process of appealing against the decision. Furthermore, environmental concerns have also arisen regarding the industry‟s method of distribution: through plastic bottles and aluminum cans. This has led to movement by key soft drinks players in order to develop more sustainable packaging for their products in order to respond to environmentalist criticism. This is a major trend within the current industry. SodaStream Case Study © MARKETLINE THIS PROFILE IS A LICENSED PRODUCT AND IS NOT TO BE PHOTOCOPIED ML00013-017/Published 07/2013 Page | 7
  8. 8. SODASTREAM AS A COMPANY Headquartered in Israel, SodaStream has become a truly international brand and company. It was founded in 1903, began making the first home carbonated drinks system in 1955 and saw popularity in the UK and Europe during the 1970s and 80s. However, the brand‟s popularity fizzled out after this and, after a number of acquisitions, was acquired by a group led by Fortissimo Capital in 2007. At the height of its popularity, the company placed an emphasis on the fun nature of its product, and it was marketed as a must-have-gadget. Furthermore, there was little concern for health or environmentalism. Interestingly, the company operates a razor/blade business model, whereby device sales are designed to promote long-term recurring purchase of affiliated consumable products as the company‟s main revenue stream. SodaStream has a long history, and a previous UK focus th Although the company did not see great success until later in the 20 century, it is worth noting that the foundations of the product were laid in the UK as early as 1903, when Gin distillery W&A Gilbey created a machine that butlers would use in order to produce soda water for upper-class families. The product therefore started life as a somewhat premium device, that was exclusive to rich demographics. However, in 1955 the company developed the world‟s first system for making fizzy drinks at home, which became the SodaStream. The product saw popularity in the 1970s and 1980s in Europe, but its popularity subsequently dwindled amongst consumers. Following this, the company was the subject of a number of acquisitions. In 1985, Cadbury Schweppes acquired the company and, by 1989, its annual turnover was £15.1m (approximately $26.9m at an average 1990 exchange rate), 80.8% of which was accrued in the UK, and had a workforce of around 170. However, in 1998, Cadbury Schweppes sold the company to Soda Club Enterprises NV, which, at the time, was its Israeli distributor. Following this, Fortissimo Capital Fund invested just EUR4m (approximately $3.1m) in order to gain control of the company, with the option to invest up to EUR8m (approximately $6.1m) over the next two years at the same price per share. On November 3, 2010, SodaStream International Ltd. began trading on the Nasdaq Global Select Market following its initial public offering (IPO), which raised $109.5m. The product was a fun gadget At the height of its initial popularity, the SodaStream was marketed as a fun kitchen gadget, and a key emphasis was placed on its ability to create fizzy, sugary soft drinks. Furthermore, television advertisements of the time often focused on the plethora of flavors that could be made with the device, which included such brand names as Tizer and Vimto, two popular bottled soft drink brands in the UK. Additionally, adverts included appearances from the likes of comedian Tommy Cooper, and implored consumers to “Get busy with the fizzy”, which was the company‟s slogan. SodaStream operates a razor/razor blade business model Although the SodaStream brand is synonymous with soda-making machines, it is important to note that the company is not exclusively focused on sales of its devices. In fact, the company operates a razor/razor blade business model, whereby sales of SodaStream devices (the razor) serve as a driver for recurring sales of affiliated consumable products, such as flavoring syrups, carbon dioxide refills and carbonation bottles (the razor blades). These consumables are key to the company‟s profitability, as they enjoy higher margins. Although this diversifies SodaStream‟s product lineup, each product remains intrinsically linked to another. Sales of consumables are directly dependent on initial sales of the SodaStream device, but in order to maintain recurring sales, the longevity of the product‟s usefulness must be championed. This is crucial to the on-going viability of the company‟s business model. SodaStream Case Study © MARKETLINE THIS PROFILE IS A LICENSED PRODUCT AND IS NOT TO BE PHOTOCOPIED ML00013-017/Published 07/2013 Page | 8
  9. 9. THE SODASTREAM RELAUNCH After a number of years out of the spotlight, SodaStream relaunched its product in the UK in 2010, and went on to push its products in other key markets. Notably, this included the US, where the company has embarked on an extensive marketing and PR campaign in order to maximize household penetration, which included a banned Super Bowl commercial in 2013 that was seen as critical of Coca-Cola and Pepsi. Crucially, the company‟s recent strategy is centrally focused on the health and environmental benefits of its soda-making product. SodaStream has also entered into a number of partnerships with other companies in order to increase the appeal of its supplementary consumable products, and has begun an attempt at premiumization in order to promote the long-term appeal of its soda makers. Early relaunch Subsequent to the aforementioned chain of takeovers, SodaStream began to actively re-launch its product in the UK in 2010, when it began to advertise its product on television in June for the first time in almost 20 years. Notably, the revamped campaign echoed the earlier fun aspect of the device, and played on the influence of nostalgia in order to promote the product, re-using the “Get busy with the fizzy” slogan. This coincided with the company‟s push into other regions, such as the Americas, where exciting growth opportunities existed. However, in order to appeal to other markets, the company could not rely on nostalgia as a driver of sales. This is something acknowledged by the company, which states that increases in sales and marketing expenses are primarily due to increased advertising costs relating to its continued expansion in the US. A new focus on environmentalism and health SodaStream now claims that its products are “environmentally friendly, cost effective, promote health and wellness, and are customizable and fun to use”. The environmental advantages of its soda makers are a key area that the company has focused on during its marketing campaigns. Furthermore, the company has aimed to place an emphasis on healthy lifestyles and nutrition with regards to its complementary consumable products, as it looks to capitalize on consumer movement away from conventional pre-packaged soda products. SodaStream as an “Earth Friendly” product While earlier focus was on the fun nature of the product, SodaStream now promotes itself as an “Earth Friendly” company, and claims that its devices are „active green‟ products, with which consumers are able to actively reduce their impact on the environment thanks to “reduced transport, packaging reduction and packaging reuse”. This claim is the central motif present within the company‟s recent advertising campaigns, and serves as a key boon to the company with regards to its attempt to compete with leading soda players Coca-Cola and Pepsi. According to SodaStream‟s “Earth Friendly” section of its corporate website: “SodaStream home soda maker enables you to greatly reduce your carbon footprint and minimize waste of plastic bottles and cans. That‟s because SodaStream turns tap water into any carbonated drink at home and uses a reusable bottle.” The reusable bottle mentioned by SodaStream in its marketing material is also indicative of the company‟s aim to promote its product as a viable alternative to conventional bottled soda, which has received much environmental criticism in recent years. SodaStream offers both glass and plastic reusable bottles, the latter of which are bisphenol A –free (BPA -free) and are designed to have a lifespan of three years. This is in stark contrast to the delivery method of incumbents Coca-Cola and Pepsi, whose bottles are intended for single-use purposes. This is a key advantage held by SodaStream over such rivals, who are racing to develop completely green bottles in order to allay environmental concerns. SodaStream has attempted to capitalize on this trend towards environmentally friendly soda packaging by directly referring to it in its recent marketing campaigns. SodaStream Case Study © MARKETLINE THIS PROFILE IS A LICENSED PRODUCT AND IS NOT TO BE PHOTOCOPIED ML00013-017/Published 07/2013 Page | 9
  10. 10. The banned Super Bowl commercial In February 2013, the company aired its first ever Super Bowl commercial. The US sporting event is largely regarded as the single most-watched in the world, and attracted over 108 million viewers in 2013. However, the upshot of this level of brand exposure is that costs are extremely high, and the price for a 30 second slot rose to a staggering $4m in 2013. The airing of the commercial therefore represents the company‟s most focused attempt at targeting the US market. However, the company‟s originally planned commercial was rejected by broadcaster CBS, reportedly due to the fact that it directly referenced Coca-Cola and Pepsi, both big sponsors of the event. The commercial showed two deliverymen and two trucks with the companies‟ branding, racing to deliver large consignments of Coca-Cola and Pepsi to a supermarket. The bottles then explode shortly before the narrator claims that “With SodaStream, we could have saved 500 million bottles on game day alone.” The commercial‟s final dialogue was the new slogan: “If you love the bubbles, set them free”. Figure 4: Aframe from SodaStream’s banned Super Bowl commercial SOURCE: YouTube/SodaStream MARKETLINE In its place, SodaStream aired a different commercial, which still represented exploding bottles and the same dialogue, but without the direct reference to Coca-Cola and Pepsi. However, the banned commercial attracted a large amount of media attention, and found popularity online when it was released by SodaStream itself. In fact, the banning of the company‟s original commercial attracted so much media attention that it could actually be considered a success in terms of raising the awareness of the SodaStream. Remarkably, the company also had an advertisement banned in the UK in the previous year due to the fact that it was claimed that the commercial indicated that SodaStream was more environmentally friendly than rival, established sodas. Although the company has been criticized for such marketing endeavors, such advertisements are emblematic of its overall strategy: it is focused on challenging established incumbents in the soda market, and the environmental aspect of its products‟ design and delivery mechanism is the cornerstone of the company‟s strategy. Through its marketing, SodaStream has been able to convey the message that it intends to disrupt the market, most ostensibly through challenging the traditional distribution model of cans and bottles. Health consciousness Recently, SodaStream has begun to place a greater emphasis on healthy drinks, rather than traditional sugary soda. However, the impact of the company‟s health campaign is undermined to an extent by the fact that it also offers sugary syrups for use with its machines. However, the degree of choice given to consumers is the company‟s main advantage held in this area. SodaStream Case Study © MARKETLINE THIS PROFILE IS A LICENSED PRODUCT AND IS NOT TO BE PHOTOCOPIED ML00013-017/Published 07/2013 Page | 10
  11. 11. As part of its consumable product lineup, SodaStream has introduced a range of naturally flavored soda syrups, under the “Sparkling Naturals” moniker. Furthermore, the company also offers: Sparkling Naturals for Kids, which are naturally sweetened with added vitamins; a “Clear” line of syrups, which are free of artificial colors, and preservatives, and are sweetened with just fructose; flavor essences, which enable consumers to make flavored sparkling water; and iced tea syrups, such as green tea which naturally contains anti-oxidants. However, it is important to note that the company offers over 100 different types of syrups, and these include sugary syrups for beverages such as cola, artificially sweetened diet versions of popular flavors of soda and energy drinks. The result of this is that, although the company has increased its focus on healthier drinks, a large part of its syrup product lineup could still be viewed as unhealthy due to the presence of traditional sugary soda flavorings. However, what sets SodaStream apart from soda makers, who utilize the traditional model of soda distribution in cans and bottles, is the amount of consumer choice on offer. Although leading players do offer a choice of brands – Pepsi, for instance, markets a total of 12 brands of soft drink in the US – consumers are not given a choice regarding quantities of ingredients. The real selling point of SodaStream in relation to this is the fact that consumers are able to pick and choose exactly what flavorings are in their drinks, as well as their quantity. This is a major boon to parents looking to control the diet of their children, as well as health conscious consumers looking to control their own diet. However, SodaStream does not offer consumers a tremendous price saving when compared to other premium brands of soda. For instance, the average US consumer, buying Coca-Cola in 2 liter bottles, would spend $123.25 per year at $0.67 per liter. By way of contrast, a consumer producing soda through SodaStream branded syrups, which retail between $4.99 and $9.99 per 500ml bottle which produces 12 liters of soda, would face a minimum annual cost of $76.50, and a maximum of $153.14. Although lower cost syrups appear to be cheaper, this figure does not include the purchase of a SodaStream soda maker, the cheapest of which is available on Amazon for $79.99, and gas canister refills, which can be obtained for a typical price of $14.99 per 60 liters. Essentially, SodaStream does not offer consumers cheaper soda: it offers consumers the option to control their soda intake, as the onus is on them to decide which drinks to make. This is appealing in an environment of health consciousness, especially to consumers that value health and wellbeing over financial cost. Strategic partnerships In order to promote its own brand, SodaStream has entered into a number of partnerships in recent years. This is a strategy the company used in the UK in the 1960s and 1970s, but its recent partnerships have had a clear US-centric focus. Branding partnerships with well-known products from the likes of Kraft Foods Group, Inc. (Kraft) have helped SodaStream gain a sense of legitimacy amongst wary US consumers, thus effectively promoting its soda makers and consumable products. Furthermore, the company‟s partnerships with leading designers and Samsung Electronics Co., Ltd. have served to premiumize its device offering, lending credence to the supposed longevity of the product. SodaStream has used existing brand power to boost its own brand In addition to offering its own branded flavors of soda syrups, SodaStream has historically offered branded flavors. For example, in the UK, SodaStream offered flavors such as Vimto and Tizer, two popular UK-centric brands of soda. However, the company has looked to buoy its recent focus on the US by entering into strategic partnerships with established players in the US soda market. This is a key part of the company‟s strategy, and is an area mentioned in its 2012 20-F document: “We have recently entered into strategic co-branding transactions with Kraft Foods, Inc. relating to Crystal Light lemonade, Country Time lemonade and Kool-Aid, with Campbell Soup Company relating to V-8 Splash and V-8 Fusion and Ocean Spray Cranberries Inc. relating to cranberry-based beverages, among others.” SodaStream Case Study © MARKETLINE THIS PROFILE IS A LICENSED PRODUCT AND IS NOT TO BE PHOTOCOPIED ML00013-017/Published 07/2013 Page | 11
  12. 12. The partnership with such companies with strong brands has meant that SodaStream has been able to promote its product alongside soft drinks that already enjoy popularity in the market. Furthermore, by exploiting existing brand power, SodaStream is able to extend the viability of its product as an alternative to traditional, popular soda, thus encouraging long-term use and recurring consumable sales. This should, in turn, boost profitability. Partnerships with designers and Samsung have premiumized the brand In addition to flavoring partnerships, SodaStream has also entered partnerships in terms of the design of its machines. Notably, this includes partnerships with leading designers relating to the design of some variations of its hardware, as well as a recently announced partnership with Samsung to produce fridges containing SodaStream soda makers. These have been utilized by SodaStream in order to promote its machines as an integral part of its consumers‟ kitchens, therefore encouraging prolonged, frequent use. In 2012, SodaStream released the SodaStream source, a premium metal version of its soda maker designed by award winning designer, Yves Béhar. Incidentally, Yves Béhar is an advocate of sustainable environmentalism, perfectly complementing SodaStream‟s environmental marketing strategy. The company‟s aim with the product is to increase the simplicity for consumers, as evidenced by Behar‟s description: “SodaStream uses technology to reduce the complexity and waste of sparkling water and soda, and this is the quality I focused on; creating a simple and beautiful object for the kitchen while keeping 21st century values.” Figure 5: The SodaStream 1970s lineup (left) and the SodaStream Source lineup 2012 (right) SOURCE: Channel 4/Metro.co.uk MARKETLINE As evidenced in the above picture, the newly designed Source models have a distinctly premium quality when compared to the company‟s earlier models. This, combined with the simplicity of the new design, mark an attempt by SodaStream to cement its product as a viable kitchen fixture, rather than a toy-like gadget. This aim is further evidenced through SodaStream‟s recently announced partnership with Samsung, whereby the company is set to integrate SodaStream soda makers into fridges. In February, 2013, Samsung announced a new four door refrigerator featuring “the industry‟s first-ever automatic sparkling water dispenser”, provided by SodaStream. According to the press release: “With the addition of the sparkling water dispenser, consumers can save space in the refrigerator that was previously allocated toward bottled carbonated beverages and reduce bottle waste in the home overall. In addition, consumers will ultimately save money that was used to purchase carbonated beverages, all while enjoying the convenience of getting sparkling water at the touch of a button.” The inclusion of SodaStream in a refrigerator, a staple of the kitchen appliance industry, is a large step forward for the company in relation to its aim to make its product a commonplace feature of consumers‟ kitchens. Furthermore, the alignment with Samsung, a reputable manufacturer, serves to further strengthen SodaStream‟s brand appeal, and lends credence to the SodaStream‟s ability to serve as a viable substitute to traditional soda. SodaStream Case Study © MARKETLINE THIS PROFILE IS A LICENSED PRODUCT AND IS NOT TO BE PHOTOCOPIED ML00013-017/Published 07/2013 Page | 12
  13. 13. The result of this is that consumers will be more likely to use SodaStream on a recurring basis and, due to the nature of the company‟s business model, is vital regarding the company‟s on-going profitability. SodaStream Case Study © MARKETLINE THIS PROFILE IS A LICENSED PRODUCT AND IS NOT TO BE PHOTOCOPIED ML00013-017/Published 07/2013 Page | 13
  14. 14. THE COMPANY HAS ENJOYED SUBSTANTIAL FINANCIAL SUCCESS In the wake of its recent expansion efforts, SodaStream has seen its top line grow rapidly, and its US growth has actually outpaced its overall growth, outperforming the whole carbonated soft drinks market by some margin. The company‟s revenue mix has also started to weigh in favor of more profitable consumables, contributing towards SodaStream‟s bottom line growth. As a result, the company is now in a much stronger position moving forward than it was in 2008, when profitability was very low. SodaStream’s revenue has trebled since 2008 Prior to the company‟s recent listing and significant re-launch, the company was in a less than impressive state. Although not a trivial number, the company‟s revenues stood at just under $130m in 2008. However, as figure 6 shows, the company‟s revenues have risen dramatically over the past four years. Figure 6: SodaStream key financial data, 2008-2012, $m Revenue Net income Profit margin 12.0% 500 450 10.0% 400 350 8.0% $m 300 6.0% 250 200 4.0% 150 100 2.0% 50 0 2008 2009 2010 2011 2012 0.0% SOURCE: SodaStream 2012 Form 20-F MARKETLINE In fact, the company saw dramatic growth in 2012, when revenues grew by 51%. By way of contrast, the global carbonated drinks market is expected to have grown by just 2.4% over the same period, while the US market is only expected to have grown by 0.2%. In terms of revenue, SodaStream‟s growth is easily outperforming that of traditional soda products. The Americas now accounts for over a third of SodaStream’s sales The company‟s extensive targeting of the US market has paid off, as it has seen its revenues grow drastically in the Americas in recent years. In fact, in 2012, SodaStream‟s Americas segment substantially outperformed the rest of its regional segments, and grew by a staggering 88%. This, coupled with similar growth in recent years, has meant that the proportion of total revenues accrued in the Americas has risen from 19.6% in 2010 to 36.1% in 2012. SodaStream Case Study © MARKETLINE THIS PROFILE IS A LICENSED PRODUCT AND IS NOT TO BE PHOTOCOPIED ML00013-017/Published 07/2013 Page | 14
  15. 15. Figure 7: SodaStream geographical revenue segmentation, 2010-2012, % The Americas Western Europe Asia-Pacific CEMEA 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 2010 2011 2012 SOURCE: SodaStream 2012 Form 20-F MARKETLINE These figures suggest that SodaStream has succeeded at entering the lucrative US market, as it has had a significant bearing on the distribution of the company‟s operations. However, in relation to the overall US soda market, SodaStream remains a drop in the ocean, and the potential for further expansion in the US is huge. This is something that Coca-Cola and Pepsi will be wary of in the future. Recurring income continues to rise Owing to the company‟s razor/razor blade business model, recurring sales of more profitable consumables are vital to SodaStream‟s on-going profitability. It is therefore encouraging that, in recent years, sales of consumables have steadily risen alongside those of soda makers and exchangeable CO2 cylinders. Figure 8: SodaStream product type revenue segmentation, 2010-2012, $m Soda makers and CO2 cylinders Consumables Other Consumables as a % of total revenue 300 Revenue ($m) 250 200 150 100 50 0 2010 2011 SOURCE: SodaStream 2012 Form 20-F SodaStream Case Study © MARKETLINE THIS PROFILE IS A LICENSED PRODUCT AND IS NOT TO BE PHOTOCOPIED 2012 55.6% 55.4% 55.2% 55.0% 54.8% 54.6% 54.4% 54.2% 54.0% 53.8% 53.6% MARKETLINE ML00013-017/Published 07/2013 Page | 15
  16. 16. As evidenced in figure 8, revenue accrued from the sale of consumable products has been rising steadily alongside the company‟s soda maker revenues. In fact, SodaStream has seen notable success in the US in terms of its consumable products. According to SodaStream, unit sales of its syrups in Q1 2013 increased 119% as compared to the same period in the previous year. This compares to growth of 78% for soda makers over the same period. This is an encouraging sign for the company: it is suggestive of recurring utilization of its soda makers, which will in turn lead to greater profitability. However, the company needs to continue to promote its machines in order to maximize its customer base within the US if it is to have a substantial impact on the carbonated soft drinks market as a whole. Profitability is increasing As evidenced in Figure 6, SodaStream‟s bottom line has been expanding at the same time as its revenues, growing by 117.8% in 2011 and 59.6% in 2012. What is perhaps more notable, however, is the fact that the company‟s profit margin has risen dramatically since 2008. In fact, with the exception of 2010, the company has grown its profit margin year-on-year from just 0.5% in 2008 to 10.1% in 2012. Although this may not seem like much of an increase, it is indicative of the overall health of the business. SodaStream has been able to capitalize from scale economies as it has grown its business exponentially in the past five years. As SodaStream‟s footprint grows in the US, and it becomes a more mature market for the company, it should see its bottom line further increase as sales begin to shift further in favor of higher margin consumable products. Therefore, if SodaStream does manage to continue to bolster its expansion, it should naturally become more profitable in the US, which could make it an attractive acquisition target for incumbents struggling to maintain profitability in the midst of tough market conditions. SodaStream Case Study © MARKETLINE THIS PROFILE IS A LICENSED PRODUCT AND IS NOT TO BE PHOTOCOPIED ML00013-017/Published 07/2013 Page | 16
  17. 17. CONCLUSIONS SodaStream has seen tremendous growth, but is yet to fulfill its potential There is no doubt that the SodaStream brand has experienced something of a renaissance over the past five years. Indeed, the key aspect of the company‟s effective re-launch has been its ostensible challenge to the traditional soda market, with which incumbents Coca-Cola and Pepsi are synonymous. SodaStream‟s entry into the US not only has the potential to disrupt the market, but also places the company in direct competition with such established giants. The US is clearly a huge market, and any prospective challenger must target the country if it is to become even a fraction as successful as the leading players. The country‟s high soda consumption per capita makes it an attractive prospect for budding soda companies and established players alike. However, the market has received bad press in recent years, related to health and environmental concerns, which may diminish its attractiveness to traditional soda companies. Evidently, SodaStream has undertaken something of a transformation since its heyday in the 1970s and 1980s, when it had a distinct focus on the UK. However, the company has retained its razor/razorblade business model, whereby profitability is bolstered by the on-going sales of higher margin consumable products subsequent to the initial sale of a soda maker. In order to enjoy long-term success in the US, it must not only sell enough machines, but also promote the on-going utilization of them in order to continue its revenue stream. SodaStream‟s focus on the environmentally friendly nature of its product has meant that it has been able to effectively challenge the notion of the traditional soda market‟s distribution channel. This is clearly a key aspect of the company‟s strategy, and is wholly evident in its marketing and advertising campaigns. Its key differentiator has now become more than just a novelty: it is being billed as a means for consumers to consume soda in an environmentally friendly way, lessening the impact of plastic bottles. This is an area that Coca-Cola and Pepsi have started to target in the face of criticism and waning soda sales in the US. Furthermore, SodaStream‟s emphasis on the level of choice between different flavors and types of soda available through its machines has meant that the company has been able to promote itself as a healthier alternative to traditional soda. In order to cement the SodaStream as an essential kitchen appliance, rather than a fun gadget, the company has also made attempts to promote the longevity of its machines through a number of strategic partnerships. By offering wellknown soft drink brands and flavors in the form of consumables, the company has attempted to show that beverages made using SodaStream can, in fact, be a viable alternative to traditional consumption. Additionally, partnerships with Samsung and designer Yves Behar mark SodaStream‟s attempt to premiumize its brand, encouraging consumers to make its machines a mainstay of their kitchens in order to promote long-term use. This is key to the company‟s profitability moving forward. In turn, the company has experienced a dramatic surge in revenues since its re-launch, and the Americas now accounts for over a third of its turnover. In addition to this, the company‟s bottom line has also been expanding, and its net profit margin has increased dramatically since 2008 as sales of consumables continue to grow. The result of SodaStream‟s recent financial success is that it is now well and truly on Coca-Cola and Pepsi‟s radar, if only as a small blip at present. The company has the potential to continue to expand in the US, and has made a good start in its entry into the market. If it is able to maintain its momentum, its effect on the traditional soda market will be compounded, and it will pose a much greater risk to the market‟s gigantic incumbents. It is no surprise, therefore, that both Coca-Cola and Pepsi have been linked with potential take-over bids, and an acquisition at this stage could prove to be an astute damage control measure, as both companies look to safeguard their future operations. SodaStream Case Study © MARKETLINE THIS PROFILE IS A LICENSED PRODUCT AND IS NOT TO BE PHOTOCOPIED ML00013-017/Published 07/2013 Page | 17
  18. 18. APPENDIX Definitions bisphenol A (BPA) – A compound found in plastic packaging that has been linked to a number of adverse health effects, such as cardiovascular problems, diabetes and infertility. For the purposes of this report, the global market consists of North America, South America, Western Europe, Eastern Europe, MEA, and Asia-Pacific. North America consists of Canada, Mexico, and the United States. South America comprises Argentina, Brazil, Colombia, and Venezuela. Western Europe comprises Austria, Belgium, Denmark, France, Finland, Germany, Greece, Italy, Ireland, the Netherlands, Norway, Portugal, Spain, Sweden, Switzerland, and the United Kingdom. Eastern Europe comprises the Czech Republic, Hungary, Poland, Romania, Russia, and Turkey. Asia-Pacific comprises Australia, China, Hong Kong, India, Indonesia, Japan, Malaysia, New Zealand, Philippines, Singapore, South Korea, Taiwan, Thailand, and Vietnam. Middle East-Africa (MEA) comprises Nigeria, Saudi Arabia, South Africa, and United Arab Emirates. Sources Global – Carbonated Soft Drinks, MarketLine Industry Profile, February 2013 United States – Carbonated Soft Drinks, MarketLine Industry Profile, February 2013 SodaStream: Form 20F for the period December 31, 2012 http://app.quotemedia.com/data/downloadFiling?webmasterId=101533&ref=8859767&type=PDF&symbol=SODA&compa nyName=SodaStream+International+Ltd.&formType=20F&formDescription=Annual+and+transition+report+of+foreign+private+issuers+under+sections+13+or+15%28d%29&dat eFiled=2013-04-16 MSN Money: PepsiCo, Coca-Cola raise prices to boost profits http://money.msn.com/now/post.aspx?post=bf8d8174-ae58-4d2f-aa98-069e9a1b6ded TIME: Sugary Beverages Linked to 180,000 Deaths Worldwide http://healthland.time.com/2013/03/20/sugary-beverages-linked-to-deaths-worldwide/ CNN: Large sugary drinks flow in NYC as officials appeal ruling http://edition.cnn.com/2013/03/12/us/new-york-large-soda-ban/index.html UK Competition Commission: Carbonated drinks: a report on the supply by manufacturers of carbonated drinks in the United Kingdom http://www.competition-commission.org.uk/rep_pub/reports/1991/fulltext/309c9.pdf SodaStream: Fortissimo Capital Fund acquires controlling interest in SodaStream http://www.sodastream.com/fortissimo-acquires-sodastream-pr Bloomberg Businessweek: SodaStream raises $109.5M in IPO http://www.businessweek.com/ap/financialnews/D9J8NO8O2.htm SodaStream Case Study © MARKETLINE THIS PROFILE IS A LICENSED PRODUCT AND IS NOT TO BE PHOTOCOPIED ML00013-017/Published 07/2013 Page | 18
  19. 19. The Guardian: Sodastream pumps up the nostalgia for British relaunch http://www.guardian.co.uk/media/2010/jul/09/sodastream-nostalgia-british-relaunch Alex Sexton/SodaStream/Lancaster University: Soft Drinks: Hard on the Environment http://www.sodastream.co.uk/gbretail/softdrinksreport.pdf The New York Times: The Race to Greener Bottles Could Be Long http://www.nytimes.com/2011/12/16/business/energy-environment/coca-cola-and-pepsico-race-for-greenerbottles.html?_r=0 Forbes: Even With Record Prices, Expect A $10 Million Super Bowl Ad Soon http://www.forbes.com/sites/alexkonrad/2013/02/02/even-with-record-prices-10-million-spot/ ESPN: Super Bowl just shy of TV record http://espn.go.com/nfl/playoffs/2012/story/_/id/8913211/2013-super-bowl-falls-short-television-ratings-record Adage: CBS Tells SodaStream to Revise Brand-Bashing Super Bowl Spot http://adage.com/article/special-report-super-bowl/cbs-tells-sodastream-revise-brand-bashing-super-bowl-spot/239434/ SodaStream/YouTube: Game Day 2013 Commercial: The Unaired SodaStream Ad http://www.youtube.com/watch?v=68al-o2XSpE SodaStream: Drinking Healthier this New Year http://www.sodastream.com/thenewyou/sodastreamsyrups/drinkinghealthier PEPSICO: U.S. Brands Shopping List http://www.pepsico.com/download/USBrands_Shopping_List.pdf Strategy Peak: Steal Coke‟s Pricing Strategy Based on Value Created Instead of Quantity Sold http://strategypeak.com/how-to-price-based-on-value-created-instead-of-quantity-sold/ SodaStream: SodaStream Source http://sodastreamsource.com/ Channel 4: Stephen Fry‟s 100 Greatest Gadgets http://www.channel4.com/programmes/stephen-frys-100-greatest-gadgets/articles/the-list#92 Metro: Top 10 funky kitchen gadgets http://metro.co.uk/2012/11/19/top-10-funky-kitchen-gadgets-501183/ Samsung Electronics Co., Ltd.: SAMSUNG and SodaStream Announce the First-Ever Four-Door Refrigerator with Sparkling Water Dispenser http://www.samsung.com/us/news/20369 SodaStream: SodaStream Reports Record First Quarter Results http://sodastream.investorroom.com/2013-05-08-SodaStream-Reports-Record-First-Quarter-Results SodaStream Case Study © MARKETLINE THIS PROFILE IS A LICENSED PRODUCT AND IS NOT TO BE PHOTOCOPIED ML00013-017/Published 07/2013 Page | 19
  20. 20. Further Reading SodaStream International Ltd., MarketLine Company Profile, March 2013 The Coca-Cola Company, MarketLine Company Profile, September 2012 PepsiCo, Inc., MarketLine Company Profile, January 2013 Global – Carbonated Soft Drinks, MarketLine Industry Profile, February 2013 United States – Carbonated Soft Drinks, MarketLine Industry Profile, February 2013 SodaStream Case Study © MARKETLINE THIS PROFILE IS A LICENSED PRODUCT AND IS NOT TO BE PHOTOCOPIED ML00013-017/Published 07/2013 Page | 20
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  22. 22. MARKETLINE | 119 FARRINGDON ROAD | LONDON | EC1R 3DA T: +44 161 238 4040 | F: +44 161 238 4141 E: REACHUS@MARKETLINE.COM WWW.MARKETLINE.COM SodaStream Case Study © MARKETLINE THIS PROFILE IS A LICENSED PRODUCT AND IS NOT TO BE PHOTOCOPIED ML00013-017/Published 07/2013 Page | 22

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