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Design and analysis of Brazilian mineral bottled water value chain

Conference Paper · July 2014

DOI: 10.13140/2.1.1080.5120

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 Design and analysis of Brazilian
mineral bottled water value chain

Luciel Henrique de Oliveira ([email protected])

EAESP/FGV - Escola de Administração de Empresas de São Paulo, Brazil

Renata Paes Leme Roquette ([email protected])

EAESP/FGV - Escola de Administração de Empresas de São Paulo, Brazil

Stephanie Cristine Lourenço Silveira ([email protected])

EAESP/FGV - Escola de Administração de Empresas de São Paulo, Brazil

Abstract
This paper makes an analysis of the Brazilian mineral bottled water chain. This analysis
is done starting from the perspectives legal, economic and logistics, allowing for an
integrated management with the full inclusion in the market. The bottled mineral water
product achieves high profit margins, and this occurs because the raw material is cheap
for the detriment of the end product. The enterprises use a structured logistics model to
reduce the cost of shipping and extensive distribution network. The Brazilian
production of mineral water is highly fragmented, with many small and medium
enterprises, dividing market share with big multinational companies.

Keywords: mineral water value chain, Brazil, logistics.

Introduction / Purpose

This paper analyses the mineral bottled water value chain in Brazil, considering
the legal, social, economic and cultural aspects. We presents the subject "mineral water"
not under a conceptual approach with definitions, physiochemical composition and
hydrogeological characteristics, but seeks to identify, inside socioeconomic
development of the country, the value chain of mineral water bottled from the
perspective of logistics, thus allowing for integrated water resources management with
the full inclusion of mineral water in the Brazilian market.
The story of bottled water has its origin in France, more specifically in Evian,
where the company was able to transform the mineral water in a private well to bottle it
for, and then sell it. How prerogative to do so, leaned in that bottled water had higher
purity, and represent a greater health security, arguments that add value to bottled water
argument. Today this company operates in more than one hundred and fifty countries
with a net worth of $ 2 billion, demonstrating that mineral water is especially a good
deal. The global market recorded within one year $ 83 billion. Packages of up to two
litters accounted for 45% of the total bottled and 59% of total sales, DEGE (2011).

1
 The expansion of the mineral water sector is a global trend. According to the
consultancy Zenith International, the global consumption reached the level of 250
billion litters in 2011, outperforming the soft drinks; the volume of consumption was
estimated at about 220 billion litters. Thus, the global consumption of the product grew
124 % over the last ten years, compared with 36 % of carbonated beverages and 34 % of
the beers, DEGE (2011), ICBWA (2013), and ZENITH (2013).
The market for bottled mineral water has proven highly attractive and profitable,
being considered an investment in the short term and the future. Bottled mineral water
reaches high profit margins. So it is because the raw material is very cheaply to the
detriment of final product price. Companies are working in the bottled mineral water
using a structured chain logistics management model in order to reduce the
transportation cost and wide distribution network, brand management, underpinned by
high investments in marketing. The fact that this show is very promising market has
caused the multinationals coming to Brazil, which has the world's largest reserves of
freshwater, which explores this mineral resource and thus attracting foreign investments
to the country.
The research was conducted with the following objectives: (1) Characterize the
value chain of mineral water in Brazil, through the design and analysis of it; (2)
Discover the characteristics and profile of the major players in this chain in the country,
from surveying their needs and perceptions; (3) study the logistics involved, from the
capture, packaging to distribution, and pack the disposal, also considering the legal
issues involved.

Literature review

There is currently changing habits in the relationship between the bottled water
industry and the environment as caused by reforestation and the inclusion of
environmental costs in assembly design industry. These externalities are already being
addressed in the industrial process, since these costs are accounted for in the
bureaucratic process of legalization of mineral water industries, may be transferred in
the price, Zenith (2013).
According to the classical theory of Pigou (1932), when the externalities can be
measured and no charging and charge on them, these are internalized by compensating
the company for possible damage caused by the polluting firms. Moreover, the
responsibility for reforestation legally appears through legislation for environmental
protection. Although the bottled water industry does not cause severe environmental
problems, may a change occurs in the natural environment because it captures the
springs directly interferes in the watershed since the collected water decreases the
process of receiving water.
In Brazil, water management has always been focused on surface water because
large investment programs (sanitation and hydropower plants) were based on water as a
resource. This view also has great influence on the current Water Code (Law n.
9.433/1997), which formatted form linked to surface water, BRAZIL: ANA (2013).
The management of water resources was modified according to different
historical moments and political situation of the world and Brazil, of different
socioeconomic, scientific and technological whereby the country has. Today, the
emphasis is on the management of water resources development within a sustainable
basis. In the United States, the term “safe yield” was used in 1915 (Lee, 1915, apud
Fetter 2001) and can be defined as the volume of groundwater, which occurs naturally,
which can be removed from an aquifer or from a sustainable watershed, economically
2
and legally without sacrificing the original groundwater quality or creating an
undesirable effect such as environmental damage; PALAKODETI, LEBOEUF,
CLARKE (2009).
Mineral resources are constitutionally Union properties to be found and mined it
is necessary authorization or concession of the Union. The bottled water fits this
classification, and thus some peculiarities affect the granting process, and this can only
be attributed to Brazilians or companies who are under Brazilian law, with the dealer's
warranty product property of mining and obligation towards recovering the degraded
environment.
The extraction and utilization of mineral water are regulated by the Mining
Code. Subordinated to these laws are activities that extend from: research, capture, and
water bottling. The supervisory body is the National Department of Mineral Production
BRAZIL - DNPM (2013), along with federal, state and local health and administrative
authorities as the Ministry of Health and the Departments of Health The Mineral Water
Code requires as a compulsory documentation, a Plan Economic Exploitation, which
should provide for facilities to capture and protection of water sources, water supply,
distribution and use of water. The award will be legitimized by the Minister of Mines
and Energy, and is subjected to prior environmental licensing. In Brazil, the sanitary
control of the quality of mineral water intended for human consumption is the
responsibility of the Ministry of Health as well as the sanitary inspection of premises
and equipment related to the industrialization of the product.
For Porter (1985) every company is a collection of activities performed to
design, produce, and market, deliver and support its products. All these activities can be
represented, making use of a value chain, which disaggregates a company in their
activities of relevance, so that one can understand the behavior of costs and the existing
and potential sources of differentiation. A firm gains competitive advantage by
performing these strategically important activities more effectively. These activities,
according to the author, called "value activities" can be divided into two types: primary
activities and support activities.
A mineral or agribusiness Supply Chain can be defined by identifying the final
product, after being identified, is chained by the various technical, commercial and
logistical operations necessary for their production, as Batalha (1997) and Zylberstajn
(1995). The analysis of supply chains can be based on three different factors:
technology, markets and products. A static view of the supply chain is defined by the
superposition of these three factors. The dynamic view is obtained by the simultaneous
consideration of these three elements, so any change in one of them can directly affect
the other, as Souza and Kliemann Neto (2002).
Batalha (1997) explain that the scope of analysis of supply chain is divided into
two levels, to facilitate the overall analysis. To this end, the main chain (direct and
linked to the main objective of the chain activities) and auxiliary chains (indirect and
support the goal of main-chain activities) should be defined. The main chains are aimed
at satisfying human needs (food, clothing, housing, etc.), while the helpers are
technologically linked to key chains. It´s providing the necessary elements for the
proper performance of its functions and producing the means used by the main chain,
contributing only indirectly, to the satisfaction of human needs.
The Value Chain concept was developed and popularized “Competitive
Advantage,” (Porter, 1985) a seminal work on the implementation of competitive
strategy to achieve superior business performance. Porter defined value as the amount
buyers are willing to pay for what a firm provides, and he conceived the “value chain”
as the combination of nine generic value added activities are operating within a firm –
3
activities that work together to provide value to customers. As this name implies, the
primary focus in value chains is on the benefits that accrue to customers, the
interdependent processes that generate value, and the resulting demand and funds flows
that are created. Effective value chains generate profits.
Feller, Shunk and Callarman (2006) says that the concept of a Value Chain has
existed many years, but it still is an unclear concept. So they suggested that the third
generation supply chain is based on customer intimacy and is fully synchronized. The
authors discuss the need to relate the concepts of the value chain and the supply chain in
a more comprehensive and integrative manner. We begin with a discussion of the value
and the development of the concept of the value chain. They discuss similarities and
differences of the value chain and the supply chain, and conclude with suggestions
regarding the need for synchronizing value and supply chains to optimize business
performance.
Value is highly conditioned by the larger social and economic environment
through which complex and numerous interactions affect the human perception of
value-based transactions. Advertising, social trends, and economic conditions all
influence consumer and business valuations of products, services, and resources flowing
through the value systems in our economy. One of the most watched figures in the
marketplace is the consumer confidence index based on a survey of households. This
index is an aggregate measure of confidence in the economy and a leading indicator of
how consumers will value, and, therefore, how they will spend money on goods and
services. (RAMSAY, 2005). When perceptions of value in the marketplace become
exaggerated, market bubbles will occur such as the internet technology bubble several
years ago. When significant trends take hold in this larger environment, it is difficult, if
not impossible, for individual companies or households to avoid being swept along in
the sudden creation and destruction of value that may result (FINE, VARDAN, EL-
HOUT, 2002).
Feller, Shunk and Callarman (2006) observes that for supply chains to generate
maximum value in this dynamic environment, they must synchronize the flows of
supply with the flows of value from customers in the form of rapidly shifting tastes,
preferences, and demand. So it´s necessary to stop thinking of supply chains and value
chains as different entities, but, rather, should integrate the two. Third generation supply
chains require that the material flow and product delivery be synchronized and lean and
that the information, knowledge, and financial flows be fully integrated and
instantaneous. So, the authors suggest that Supply Chain Management - SCM 3.0
require that the product design be fully integrated with production capability, delivery
processes, and information about customer demand. A SCM 3.0 can be achieved by
taking a holistic view of the end-to-end business process throughout the product life
cycle and across geographical borders.

Methodology

The value chain was analysed from the perspective of logistics, tracking the
entire process from capture and packaging, distribution, acquisition and consumer use to
disposal of packaging.
Data were collected and surveyed in related Value Chain Mineral Water
organizations and interviews with owners, executives and distributors in the chain, with
the exploratory nature, better understanding and forwarding the job steps were also
performed. The research methodology was based on Radhakrishnan and Srinidhi (1997)
that describe the process of Value Chain analysis has the following steps:
4
1. Defining the relevant thread object of analysis and management;
2. Identify the relevant activities that integrate the chosen segment;
3. Identify the entities that carry out the relevant activities;
4. Identify the information necessary for decision making;
5. Prepare reports to report the findings of the analysis.

For data collection, a survey, and as a research environment environmental

fields, such as fairs and meetings industry and own production units were used. A
preliminary version of the survey was developed, which was submitted for discussion
and suggestions from industry experts, academic research centres and also businessmen
linked directly and indirectly will ABINAM - Brazilian Association of Mineral Water
Industry. This process involved the players various related organizations will value the
chain of mineral water. Thus, the questionnaire was modified several times, going
through pre-tests, was validated by experts, and was finally applied personally. The
methodology used to analyse the value chain of bottled water came from its initial
generic structure, through subdivision into main and auxiliary chain up the detailing on
each of the links that compose it, as proposed by Slack (2010) .
The research can be classified as qualitative, descriptive and exploratory, based
on the documentary analysis and using interviews. The nature of the variables studied
was the qualitative type and object of study was the interface between producers and
distributors Value Chain of Mineral Water in Brazil. We used secondary data,
complemented by primary data. Secondary data were collected from the literature,
associations, research institutions and universities involved in Value Chain Mineral
Water. Primary data were collected through semi-structured interviews. The study was
descriptive, based on a systemic view of the mineral bottled water supply chain.

4. Findings

The mineral bottled water market has proven highly attractive and profitable,
being considered an investment in the short term and the future. The bottled mineral
water product achieves high profit margins. This is because the raw material is very
cheap for the detriment of the end product. Allied to this, these companies use a
structured logistics management model in order to reduce the cost of shipping and
extensive distribution network, sustained brand management through high investments
in marketing.
The fact that this market is so promising show has caused the multinationals
move to Brazil, which has a rich basin on its soil, which explores this mineral resource
and thus attracting foreign investments to the country. Moreover, demand for bottled
water is increasing, due to cultural and climatic factors, emphasizing the advantage in
investing in this branch of economics. Brazilian production has become ever more
fragmented, with many small and medium enterprises operating in the sector, dividing
market share with multinational companies.
The market for mineral bottled water could experience significant growth in
recent years. The industry is expanding both in Brazil and the world. Stand out as world
leaders in the market of bottled waters Nestle Waters, followed by Danone, Coca-Cola
and Pepsi, which together hold 31% of this market market, all companies are
multinational quoted. The major players in the global market such as Danone, Nestle
and Coca are focusing their investments in the Brazilian market. This companies
realized that more than a lucrative business, this is a strategic business in the future,
5
since we know that many countries such as the United States, Mexico and China are
dependent on this resource and several African countries and also glad the Middle East.
The future prospects indicate a scenario of water scarcity by 2050, according to Table 1.

Table 1: Perspectives Worldwide for freshwater demand and supply

Forecasts 2000 2050
World population 6.0 billion 9.4 billion
Adequacy 92% 58%
Failure 5% 24%
Shortage 3% 18%
Source: Adapted from Veja Magazine (Dez/1998)

As Brazil has the world's largest reserves of fresh water, this provides an
important tool in the global geostrategic, since whoever has control of large water
reservoirs dominate market relations. With the increasing demand for mineral bottled
water and the ever increasing, shortage of it, the big countries water producers have a
strong influence in deciding the price and the amount of bottled water to be sold.
However, not only multinational efforts are moving in this direction, Brazilian small
and medium-sized businesses are being sprayed in Brazilian territory in order to
disseminate their products and win the national market.
In Brazil, the associated market share distribution with the bottled water market
is thus arranged: Edson Queiroz Group, through the brands Indaiá and Minalba, hold
11.5% of the national market, being in the lead. This group exports bottled water to
Japan, the United States and Central America. Another large group is Mocellin, which
markets the brand Ouro Fino, which corresponds to 2.6 % of the market, excelling in
the production of flavouring water and with different labels and packaging. The
company Spal is a bottler of Coca-Cola in the São Paulo state and its water is marketed
as Crystal Spal. The company owns 2.5 % of the market. The company Flamin,
trademarks Lyndóia and Bioleve, had 2.5 % of the national market share. The group
Schincariol - acquired in 2011 by the Japanese Kirin Group - which only came in 1997,
in the mineral bottled water market, had a 2.6% share of the market. Nestlé Waters,
which markets brands São Lourenço, Levíssima, Petropolis and Aquarel had 1.6 %
share of the domestic market. The company Dias D'Avila had 1.7 % of national market
share. Together, these companies accounted in 2010 for almost 25 % of the Brazilian
production of mineral and drinking bottled water table. The remaining 75 % is sprayed
in small and medium enterprises. The scenario of the marketing of bottled water
companies has shown that, with each passing year, this trend is more evident.
Production has become ever more fragmented, with many small and medium enterprises
operating in the sector.
The entrepreneurial tradition of the spring water industry has its origins in
mining, is more connected to the food and beverage sector, which depends, in relation
to inputs (packaging, lids, labelling, seals) and appliances (washers, filling machines,
cappers, the sealing machines). However, the importance of the mineral water industry,
in the mining sector, is also great. Your participation is always on the top of other
important minerals industries, taking into account the generation of employment, value
of production, the territorial distribution of the industrial plants in the country and the
growth of the mining ordinances. This demonstrates that the interest in spring water is
6
constantly growing. Moreover, the economic value of the mineral water production and
the growth of the labor market promoted by this industry are very important to the entire
productive sector of the country (BRAZIL: DNPM, 2013).
The mineral water market in Brazil is divided on 589 enterprises producing 422
brands, mainly regional, according to the Brazilian Association of Mineral Water
Industry (ABINAM, 2013). Nestlé Waters, the global water division of the company are
considered a leader, with 10.5% of the volume sold in the world. In Brazil, faces many
competitors, with 8% of sales in São Paulo city, but only 1.8% of the national market,
LICHT (2012). The largest water bottlers in 2010 were Edson Queiroz Group, with
12.8% (with Indaiá and Minalba brands; Brazil Kirin, with 2.9 % (Schin); Ouro Fino,
with 2.5% (Fine Gold); Coca-Cola, with 2.3% (Crystal); and Nestle Waters, with 1.8%
(São Lourenço, Petrópolis, Pureza Vital).
At the end of 2012 was signed the partnership between the largest brewer in the
country and a leader in the food industry for the industry of mineral waters. According
Lich (2012) the idea is that Nestlé uses AmBev logistics to distribute Nestlé waters, in
small retailers. With the agreement should be reached 450.000 new outlets. The
importance of the partnership is to expand the brand's presence in the sales channels
such as bars, cafes, grocery stores and small supermarkets with up to four cash registers,
where Nestlé has a strong presence. These points represent about 80% of sales in value
of the mineral water market. The remaining 20%, which corresponds to the distribution
for supermarket chains, will remain under control of Nestlé.
It’s necessary to question the real need of the bottled water consumption in
Brazil, taking into account all the regulations required by the ANA (The Brazilian
National Water Agency) in conjunction with the State Department of Health, which
guarantee a minimum level of health to water provided by the public and private
sectors. It is a demand created to give support to the bottled mineral water market.
Behind the market, there is also an important player who has an interest in maintaining
this lucrative business: the manufacturing industries of plastic bottles. Through actions
and marketing strategies, related to the bottled chain companies aim to transform the
meaning of drinking water from a well-aimed at satisfying a biological need for a desire
for status symbols tied to consumption and differentiation.
These players try to install in society fear and insecurity about the consumption
of mineral water directly from the tap, and your biggest fear is that people realize that
the purity and wholesomeness found in tap water is equivalent to that found in bottled
mineral waters. In addition, through taste tests found that the taste of tap water is equal
to or greater than the bottled water sold. Through heavy investment in marketing
campaigns, companies that sell "manufactured demand" to the population, which
lacking information due to information asymmetry between agents (companies that sell
bottled water) and bottled water consumers has option as an unrestricted belief in
market information or the option of questioning and research about the topic.
The mineral water value chain can be simplified as follows: extraction and
treatment of mineral water, production of packaging, bottling and sale. Those which
have settled sources and treat the water in question, provide the mineral to the next link
in the chain, which may be the supplier of the bottles or bottler itself. Then is the
wholesalers; distributors, who buy in large volumes of bottlers to sell in different
regions. Subsequently, retailers, for example, supermarkets, wholesale purchase of the
final product. In the last part of the chain are the ultimate customers, those who
consume the product.
The special feature of mineral water, view at the same time as a drug, a food,
soft drink and water resources (groundwater), compels the interested business sector in
7
its operation to a race for municipal, state and federal, in search of their full diploma.
Currently working for a bottled water industry in Brazil, are needed, depending on the
state where it will be installed, 17 documents provided by different entities unities.
This chain is characterized by large "lead times" arising from long distances, the
distribution of inputs in Brazil, which directly affects the competitiveness of the market
which is mostly, calculated costs, Porter (1998). The product transport chain is made
mainly by road. For this, are necessary large volumes to be transported, since mineral
water is a product of low value-added, Novaes (2001). The logistics of mineral water in
Brazil is regulated by ANVISA. Thus, there are requirements to be met by those
responsible for the transportation, distribution, storage and sale of bottled water. These
will have to follow rules in order to achieve greater consumer safety and product quality
in the country.
Based on the results of research and inspired by the work of Karlsen, Olsen and
Donnelly (2010) a first version of the value chain was drawn according to figure 1.

Figure 1: Brazilian mineral water Value Chain

Source: Search Results. Prepared by the authors.

Conclusions and contributions

The demand for mineral water is increasing due to cultural and climatic factors,
underscoring the need to better understand the dynamics of this chain, and the
advantage of investing in this sector of the economy.
Brazil has the world's largest reserves of fresh water, and this provides an
important tool in the global geostrategic. With the growing demand for bottled water
and the ever increasing, shortage of it, the big countries water producers have a strong
influence in deciding the price and the amount of bottled water to be sold. However, not
only multinational efforts are moving in this direction; Brazilian small and medium-

8
sized businesses are being sprayed in Brazilian territory in order to disseminate their
products and win the national market.
In Brazil, the process of a mining concession of mineral water is too
bureaucratic and may prevent small business owners pay attention to this new
development. The market for bottled water in the country is distributed among small
and medium enterprises, besides the portion corresponding to large international groups,
which has a predominant presence will correspond almost half of the market as a whole.
The mineral water market has proven highly attractive and profitable, being
considered an investment in both the short term and in the future. The bottled mineral
water product achieves high profit margins. This is because the raw material is very
cheap for the detriment of the end product. Allied to this, these companies use a
structured logistics management model in order to reduce the cost of shipping and
extensive distribution network (retailers), sustained brand management through high
investments in marketing.
This promising market has caused the multinationals coming to Brazil, which
has a rich basin on its soil, which explores this mineral resource and thus attracting
foreign investments to the country. Moreover, demand for bottled water is increasing,
due to cultural and climatic factors, emphasizing the advantage in investing in this
branch of economics.
Despite some difficulties in the industry, with regards to high taxation on the
final product, this market is stable and promising. It should also emphasize the
importance of environmental concern on the part of companies in the bottled water
segment since this is a growing concern in our society, which now has a strong sense of
environmental responsibility. Only working at this way the companies in this sector will
continue its business. Finally, it may be added that national groups should be alert to the
increased presence of foreign capital from international groups, which have increasing
relevance in the Brazilian mineral water market.

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