Already a well established player in the marketplace, cooler manufacturer Cosmetal has its sights set on even bigger and better things. cooler innovation Editor Hannah Oakman visited the company at its Recanati headquarters to find out more. Total drinking water solutions is the current mantra of Italian cooler company Cosmetal, but it has not always been so. The name Cosmetal is a shortened form of costruzioni metalliche (literally metallic constructions in English), reflecting the company’s past interests in manufacturing metal components for the office market. To discover the real roots of the company, you really need to visit Cosmetal’s headquarters, based just outside Recanati, a short journey from the busy port town of Ancona on Italy’s Adriatic coast. This is a relatively unspoilt part of the country, a beautiful area of sunflower filled fields, rolling hills and a coast line sparkling in the sunshine. As the birthplace of famous Italian romantic poet Giacomo Leopardi, it is not hard to see where he found inspiration. But along with lovely scenery, the area is also famous for manufacturing, from lighting specialists to musical instruments, including companies such as Clementoni, still around to this day. In fact, this is how the company founder Sen Morilli (the father of the current Chairman Fabio Morilli) started out in the 1950s, as a specialist maker of keyboards for electric organs and harmonicas. An original keyboard still sits proudly in Fabio’s office, a reminder of Cosmetal’s roots. Today, as most people in the industry are aware, Cosmetal is one of the best known and ubiquitous water cooler manufacturers both in Europe and on an intercontinental scale. The company employs around 80 people and had turnover last year of around €17 million. It shipped out around 80,000 water coolers from its wide range last year, with the majority staying in Europe, including vast new markets in Russia, along with customers in the US, Japan, where they are reportedly increasingly attracted by classic Italian design, and as far away as Australia. In fact, the company has always had an “export spirit” with exported products accounting for a very high percentage of sales. Cosmetal is currently enjoying a great deal of success in parts of the Middle East, with many units sold in Israel, Oman and Saudi Arabia, working mainly on a non exclusive basis with both local distributors and the well known multinationals. A visit to Cosmetal’s offices and plant clearly shows that working atmosphere is an important part of the business. The purpose built facility, which opened in early 2005 is light and airy, with brightly painted walls in the company’s signature blue. Even the production floor, which you might expect to be noisy and dull, is surprisingly quiet and light, due to the fact all machines are fully hand assembled and staff can enjoy the views of the Italian hills out of the windows. Tiled corridors with open plan offices off to each side reveal sales and technical teams hard at work, plus design teams using the latest computer aided design software to develop “fly throughs” of potential new cooler designs. Including this new facility, Cosmetal currently has two production sites. The older facility, nearer to Recanati is due to be relocated next to the new one, offering an 8,000 square metre production site, set to open early in 2007. Current output is around 250 machines per day, with an impressive 800 variations in the models when taking into account customers’ various preferences for colour, water types and sanitisation methods. cooler innovation interview Cosmetal Sales and Marketing Director Daniele Nava explained more about the evolving nature of the business. How did the company move from musical keyboards and metal parts manufacturing to water coolers? “In the 1970s, the company became involved in refrigeration and related projects in the catering business, which is more in line with the current business. In fact, the first coolers were produced for the catering industry. Around this time, Cosmetal launched the Niagara, the first point of use (POU) machine for the catering industry and the longest serving product in our current range. At the time, POU was a very new concept so, without really knowing it, we started to do something different. Following this came a range of fountains, including the River, aimed at schools, hospitals and the municipal market.” When did manufacturing of bottled water coolers begin? “Around the mid 1980s, we began to look at bottled water coolers, launching the Rio - a classic square water cooler. “We later brought out the Avant and Connect models, investing a lot more in these two products. The design for the Avant cooler arose from wanting to create something a little more inspired. We realise that a cooler is a cooler, and there are limitations, but we looked at developing the rounded shape, with multiple pieces which are easier to replace singularly, plus a more aesthetic built in cup dispenser. You have to combine practicality with ergonomics.” What has been the focus of some of your more recent designs? “In 2003, we launched the Jet, a POU product with hot, cold, ambient and sparkling water, using ice bank technology to produce a continuous six litre supply. The Jet is suitable for all sectors, with particular suitability to professional and industrial customers. “Sanitisation obviously remains a top priority. We offer Self Sanitising Technology (SST) to provide the highest safety levels and prevent bacterial growth within the cooler. The system has a removable reservoir which can stay in the cooler for 12 months. “We believe that we have to push the hygiene message hard. While the SST technology means distributors may not have so many opportunities to visit and sanitise their customers’ coolers, the cost can be built in by distributors, saving time on their part.” What are the most important aspects of the design process? “As well as always considering the ergonomic aspects of any new model, we are also looking at environmental issues as these are a reality and do have cost implications. We already comply with the RHOS restrictions here in Italy and the WEEE Directive is having an impact across European markets.” Which areas of the business are growing at the moment? “We are having a lot of success with our POU machines, while maintaining our share of the bottled water cooler market, which obviously has a much larger base. It does seem that POU will continue to be more and more important, but the bottled market is huge and still very important, so we cannot lose sight of this. In Italy, for example, the POU market is just starting out and the issue of poor tap water quality, perceived or otherwise, is one of the biggest barriers to growth. “We are still looking at the residential market and have plans for further innovation here. While the Jet cooler has recorded 80% of its sales in the home, it probably offers too high an output for the average family and, size wise, is still a little big for European kitchens. “In other sectors, such as schools and hospitals, the Niagara model has proved a success. With water becoming a more popular drink in schools following successive bans on soft drinks in vending around Europe and in the US, we believe this will continue to increase.” How do you win new business? “We have a certain advantage as we have been in this industry for over 30 years and have a wide range of products. In a lot of countries, Cosmetal is a well known name and we have been working with some distributors for over two decades. We are of course looking to acquire new clients, which happens through various contacts and marketing activities.” Do you face much competition or barriers to growth in the market? “We are not afraid of fair competition - it is normal practice in any industry. Competition helps our research and development teams to come up with new ideas, our sales team to be better, and our production to be more effective. It boosts the industry and means we do not focus purely on price. “But what does bother us, to a certain extent, is low price imports from certain markets. We do not know how long these imports will last but we still have to plan how we can compete. “The reality is that we are losing some clients in certain markets. They are buying cheap models and keep Cosmetal models to attract customers at the high quality end, while pushing the cheaper cooler harder. Again, this is not all bad news as it forces us to look at more efficient production methods - we have already become more competitive as a result. “The threat also varies from market to market. For example, we see the Middle East as very much a price market, whereas European distributors tend to display a bit more loyalty.” Can you compete on both quality and price? “We believe that the industry must aim to maintain quality standards. If we all just focus on price, this is the beginning of the end. It all comes down to whether price or quality issues are most important. “We made a choice that the quality is the most important. In the long term, I believe that if you don’t have quality, you will run into problems. We realise that “quality” is a word which everyone uses frequently, but we really mean it. We will not produce cheap coolers. Of course we will always look at our efficiency and staying competitive, but we will not cut quality to cut price.” Is manufacturing in West Europe now more expensive in general? “Yes, of course, more so than other areas, but we are lucky here that we are in an area where we can be competitive. If we were based in Milan, for example, our overheads would be much higher. The introduction of the euro here in Italy has affected the general cost of living but this is all relative in terms of manufacturing costs. “I do believe there are advantages to being an Italian company, as we have a great heritage of manufacturing in this country, not just in water coolers, but in many other well known household and industrial appliance brands.” How do you work with distributors? “We are willing to create exclusive agreements with distributors located globally. For example, in the UK, Spain and Ireland, there are distributors who are committed to our products and we are committed to them. We will not sell our products to anyone else, within the same product range. “However, sometimes when we become involved with the big players it can be difficult because they do not tend to create agreements. We believe in partnerships which are reciprocated and wish to create a network of partners. We always wanted to have our own independence, rather than be at the whim of the fortunes and acquisition activities of the big players.” Do you have a wish list for distributors? “Our ideal distributor is the one which values our products above others. If we are only 1% of their turnover, it’s difficult for us to have real loyalty from them. “It is a reciprocal thing. We are more than happy to work closely with distributors to look at different markets and see what the best strategy would be. We don’t want to be just supplier and client, we want to be partners looking together at co-marketing activities, trade shows, special promotional items, email marketing. In doing so, we can boost the entire market.” What does the future hold? “We are set for a busy period, with our new 8,000 square metre site due to open next door in 2007. We are also looking at expanding our marketing and sales department. While we already have managers responsible for each geographical area we focus on, our strategy for partnerships means we already need more people on the ground. “We are always looking to new markets. This includes improving our position in West Europe and developing in East Europe, with Russia as one main focus. “We want to be a truly global company and now have the capability, finances and desire to achieve this. We will expand our sales network and maybe open new operating subsidiaries in certain markets. We certainly believe our future will also be based on acquisitions, so watch this space . . .”

Many of us have visited water bars, but what about total concept of an entirely Water Shop? In 2001 José and Floriane Barroca launched Vital’ Eau in Switzerland. Claire Phoenix asked how, almost five years on, they are making water work as a retail concept. In 2001 Floriane and José Barroca launched the new concept of a Water Shop, selling originally from a car, with warehouse storage in a garage. Today their shop Vital’ Eau sits 1,000 metres above sea level opposite the station at La Chaux de Fonds in Switzerland and stocks some of the latest ideas in bottled water. It is frequented by customers who believe in its healthy ideals and by many more who utilise its nationwide delivery service. Vital’ Eau now holds stock from around 200 water and watercooler suppliers - promoting the latest in coolers, mineral waters, flavoured and functional waters, with many of the waters in beautiful collectible bottles. Products can be collected directly from the shop or is delivered by the company to homes, offices, fitness clubs, hotels and restaurants throughout Switzerland – and in the past to Aqua-Expo for its water bar. Brands currently held include Evian, Valser, Volvic, Perrier, Eptinger, Hydroxydase, Hildon, Badoit, Ty Nant, Wattwiller, Highland Spring and around 200 others. * A flavoured future? * Floriane’s idea at the beginning was to sell lemon and orange flavoured water – which she could see was part of the future for bottled water. “We soon decided to buy premises – just 50 square metres at first, which has now grown to 150 square metres. The idea was daring, but many water brands gave us strong support right from the start - they believed in us and in our unique idea.” Floriane and José were convinced that there was a future in bottled water, but saw it working differently to the traditional concept of a bar or boutique. “Mineral water producers were keen for us to communicate with those who, like us, believe in this vital element. As a result the company has a well designed website from which customers can order.“ Being a relatively small concern, the company is often willing to be flexible. For example boxes of mixed varieties of water are supplied to hotels and restaurants. Last year the company offered a mixed ‘discovery pack’ to highlight new variants in bottled water. The shop is also designed to make buying water simpler. “Our shop is divided into four sections – standard bottled and flavoured water, designer bottles, water coolers and point of use and vending. A wide range of coolers are sold including those by Ebac, Cosmetal, Dieau, Mistral and Saeco – its best selling water cooler. Recent developments have taken them into the POU and vending sectors. Each season a part of the shop is dressed to focus on a certain area of the globe. For instance this summer it was Tahiti, with bottled waters arranged to complement the theme. “Our next idea is to venture into 'Lié a l’eau'" explained Floriane. “We still believe strongly in our concept that good water is essential to a balanced lifestyle and that we need to make room for it in our homes and day to day businesses.”

Output of St Kiraly is expected to reach 150 million litres by the end of this year and the brand aims to be Hungary’s market leader in both the still and sparkling segments. Features Editor Claire Phoenix spoke with Szentkirályi CEO Levente Balogh about the battle for market leadership in Hungary. Szentkirályi Mineral Water Ltd of Szentkirály, a tiny village south east of Budapest, bottles its St Kiraly brand from a mineral water spring sourced 206 metres below the ground. This company, relatively unknown elsewhere in Europe before 2000, has recently surprised the market leaders with its aggressive price cutting tactics and innovation programme. For some years Nestlé Waters has held pole position in Hungary, with its well known Theodora and Aquarel brands. The appearance of St Kiraly in bulk on many supermarket shelves rocked the acknowledged leaders’ stable position and has engendered a year of major promotional spend in order to combat this increasing competition. Suitable for mothers and babies, being low in sodium and high in calcium and magnesium, with a mineral content of 520 mg per litre, Szentkirályi has a strong story to tell, along with its willingness to sell at a lower than premium price. To its credit, Szentkirályi also won an Eauscar prize in 2004 at the Paris Aqua-Expo for the taste of its water. The company is now looking for export markets in Europe and further afield and, through its now established relationships with the major supermarkets, looks likely to succeed. Interview Features Editor Claire Phoenix spoke to Szentkirályi CEO Levente Balogh. What is your view of the bottled water market in East Europe and where is Szentkirályi currently placed? “East Europe, especially the landlocked Carpathian basin, has the largest sweetwater reserves in the world. This is due to the fact that, throughout the rest of Eastern Europe, undersurface rivers typically end up in the seas and oceans. “By 2050, several Central East European mineral water producers will become major players in global markets. Mineral water consumption is on the rise worldwide, with forecasts of a boom in sales for the next 15-20 years. "Although we have experienced an increase in lobbying activity from processed water producers, aimed at counterbalancing the growth potential of mineral water producers in the Eastern European region, we have also seen an increase in consumer awareness in sensing the difference betweeen purified and natural mineral water products." “Our combined share (carbonated and non-carbonated mineral waters) in the local market jumped from 0.2% at the end of 2003 to 12.2 % in May 2005.” Who are the major players in your market? “Most major international producers, such as Nestlé, Danone, Coca-Cola and PepsiCo are present and active in Hungary. Besides these, there are several small privately owned mineral water companies. In such a competitive market - according to the figures from the international market research firm ACNielsen - Szentkirályi took the market leading position in the non-carbonated water category, with a total market share of 18% in May 2005. “We estimate that by August 2005 Szentkirályi will be maintaining a 20% share in the local non-carbonated mineral water market and we also expect to take the lead in the carbonated water segment in the second half of 2005.” What are the current major issues for Szentkirályi? “The three burning issues for the company are increasing production capacity, launching new products and strengthening the brand both inside and outside Hungary. “When we received the Eauscar award in 2004, our production output was 4,500 litres per hour. In early June, we finalised the expansion of our plant, increasing its capacity to 600,000 litres a day - 25,000 litres an hour. We expect that our output of St Kiraly will reach 150 million litres by the end of this year. This is about one quarter of the total local mineral water consumption of 650 million litres. “The plant is also unique in terms of its state of the art filling facilities, offering sterile conditions for production. Our strategic plan is to increase annual production to around 300 million litres by the end of next year. Of this, 200 million litres will be sold in Hungary, the rest abroad.” “Since mid 2004, we have launched a new product every three months. Earlier this year, we launched a refreshing natural mineral water facial spray as well as a flavoured and functional mineral water product. “For 2006, we are planning to launch an international media campaign – the first time in our history. This will be aimed at increasing our brand presence both in this region and West Europe.” How has Szentkirályi achieved such good distribution through the major multiple supermarkets? “Our former holding company Vitapress Kft had been operating in the local market since 1989. Vitapress supported us throughout the process of being listed by all major retailers in Hungary and our strong marketing activity also helped us reach the retail chains.” Tell me about your recent flavoured water launch. ”This year we were awarded the Paris Aqua-Expo Eauscar prize for our rose flavoured mineral water, which is already available in the shops. ”The water is flavoured exclusively with natural ingredients, such as rose oil and herbal extracts, and so does not contain any preservatives. “Most recently we also launched a lemon mint flavoured water. Now both types are also available in 33 cl bottles. In fact, these are the first two functional water products in Hungary that have been made available for the horeca sector in suitable packaging. “We expect to see a major rise in the consumption of such flavoured and functional waters. They offer an alternative to those that do not find the taste of natural mineral waters acceptable, but are committed to leading a healthy lifestyle. The consumption of these products will increase at the expense of soft drinks that contain sweeteners, artificial flavours and colourings.” What do you see as Szentkirályi’s strengths and weaknesses? “Szentkirályi is a dynamically growing, small private enterprise, whose simple corporate structure ensures flexible operation and a quick response to changes in the marketplace. “The competitive edge of the company is the quality of its water: it has outstanding purity, a fine taste, an ideal dissolved mineral content and, regardless of age, anyone can drink it. “On the other hand, Szentkirályi is not a multinational company with unlimited cash to invest, so we can only increase our production capacity in line with actual growth in demand. This requires us to plan all development projects carefully and to keep an eye on the market at all times.” Which markets do you see as being right for Szentkirályi? “Besides the local marketplace, our major target markets in terms of sales volume are the Central and West European countries. As for international brand building, we are primarily targeting the US market and various countries in the Middle East. “Currently, we have export contracts in 13 countries, including the UK, Croatia, the Netherlands and Dubai in the UAE. “The East European markets are equally interesting. We are negotiating with potential partners in Ukraine, Latvia, Lithuania and Estonia.” Where do you see Szentkirályi in five years’ time? “I envisage that Szentkirályi – the absolute local market leader by then – will grow into one of the five largest mineral water producers and exporters in the Central East European region in five years. By the end of 2006, we shall double our production capacity to 300 million litres a year, which we expect to double again by the end of 2010.”

As in any rapidly developing market, the challenge to attain and maintain the top slot produces intense competition. While Szentkirályi claims to have risen quickly to number one, rival market leader Nestlé Waters’ Kékkúti believes otherwise. While the numbers contradict, Kékkúti has plans to ensure its position is secure. The bottled water market in Hungary has changed a great deal in recent years, with the private label sector rapidly gaining ground. This has led to a strong reaction from the major players - from competitive pricing structures to major television and outdoor advertising initiatives and product redesigns. At the forefront of this response to market change is Nestlé Waters’ Kékkúti. “Although the Hungarian mineral water market experienced some unfavourable changes last year, Kékkúti managed to remain strong,“ commented Kékkúti Marketing Director Noémi Csete. “Not only did the company succeed in holding market leader position in take home by reaching 13.2% in volume and 19.2% in value shares, but Theodora was also the most efficient player on the market." The brand reached 11.4% volume and 16.5% value share. According to ACNielsen, it also held its number one position in the horeca segment with 35.4% volume share. “The company’s other brand Nestlé Aquarel was launched in 2002 and has been gaining reputation among consumers ever since. According to ACNielsen, the spring water doubled its market share since January 2005 reaching 3.8% in April. Aquarel is sold as being suitable for the whole family, with a quality guaranteed by Nestlé standards and an acceptable price.“ Talking specifically about the recently revamped packaging for the Theodora range, Ms Csete added: “The Hungarian mineral water market has become highly fragmented, with many new competitors. We cannot afford to wait and see. We are constantly monitoring consumers’ needs and try to do the best we can to meet their expectations. “We launched the Theodora campaign with press, television and billboard support to increase sales activity. As well as celebrating the redesign, the main messages include the brand’s heritage and the vitality Theodora gives the human body each day” A seasonal label for the horeca sector on 33cl returnable bottles is a new move for Theodora. As for Nestlé Aquarel, a new 25cl litre bottle was launched in March 2005 for horeca distribution. “Hungarian mineral water consumption has increased rapidly in the last couple of years – reaching over 60 litres per person each year. “With the help of our carefully planned marketing activity, we will do our best to keep Theodora as a trusted brand in consumers’ minds. In a survey last year by TNS 2004, 94% of consumers knew the brand. It is the best known and most often consumed mineral water on the market,” continued Ms Csete. “Quality has never been an issue for Theodora and Aquarel. These waters derive from the Káli Basin, one of the most beautiful and harmonious landscapes in Hungary and home to the perfectly reserved Balaton Upland National Park. Both versions are bottled carefully on site without spoiling the balanced mineral water and trace element composition. “Kékkúti has recently opened an eight kilometre long educational Theodora trail through the Káli basin, with 15 information stations on the region’s natural resources and water base.” Theodora was recently selected as the ’Most Trusted Brand’ in the mineral water and soft drink category by Reader’s Digest subscribers for the second time and also won Superbrand status - awarded by communication professionals to brands with strong consumer trust. * Hungary for success?* With a steadily improving economy and consumers spending proportionally more on luxury goods and eating out, the challenge presented to the established bottlers by discounters and private label has created a vibrant and exciting market, with two players battling for the number one slot and others keen to catch up.

Bill Bruce is group editorial director, FoodBev Media. This is a personal blog and views expressed are his own. It might not be the fastest moving trend in dairy, but ‘yogurt for men’ is nevertheless a trend to watch. Starting with Fonterra’s Mammoth Supply Company yogurt in 2010, the launch of Powerful Yogurt in the United States, in March 2013brought the trend to life. The next notable entry into this rather specific category was Danone for Men, in Bulgaria, in August 2013. The start of 2015 sees the arrival of another male focused yogurt, withDannon Oikos Triple Zero yogurt, in the United States. So, why yogurt for men, rather than just ‘yogurt for everyone’? For years, advertising for the category has been aimed at promoting yogurt’s healthy benefits to women… but then, the focus turned to protein. From Powerful Yogurt’s hilarious ‘discover your hidden abs’ adverts to the new Danone Oikos sports tie-in, the benefits of protein – coupled with an increasing understanding of benefits ranging from improved digestion to better sexual health, have made yogurt a sensible addition to the male diet. What do men want from yogurt? Powerful Yogurt was developed by a team of sports nutritionists, trainers, and food scientists. The ‘for men, by men’ snack is designed to help men lose fat, gain muscle, and improve digestive health. At launch, the brand said: “In a niche typically dominated by female consumers, we decided to develop a new Greek yogurt specifically suited to address the unique health and nutrition needs of the most neglected consumers in the category: men.” Danone for Men was launched following research which showed that men prefer to consume dairy products with high fat, thick, with natural ingredients and with distinctive taste. To meet these expectations, the company created a thick yogurt with 5% fat that can even be consumed with a fork. As I said in a blog back in August 2013, this was hardly a new concept. The first yogurt that I was aware was specifically launched with men as the target audience was in New Zealand by Fonterra’s Mammoth Supply Company, way back in late 2010. With its heavy looking tubs, it featured the on-pack slogan, This is men’s yogurt and you’re a man… now find a spoon, fork or spade and dig in. So why yogurt for men? Improved digestion Yogurt contains probiotic bacteria, which are primarily known for their ability to promote digestive health. According to the Harvard School of Public Health, several of the strains of probiotic bacteria found in yogurt may help prevent or treat digestive difficulties including indigestion, diarrhea, irritable bowel syndrome and Crohn’s disease. Yogurt’s probiotics can also promote regular bowel movements, better immune system functioning and improved vitamin, mineral and nutrient absorption. Weight management Science suggests that certain dairy products, including yogurt, can help obese men lose weight. A long-term study published in theAmerican Journal of Clinical Nutrition in 2008, said that ‘regular yogurt consumption was inversely associated with weight gain and waist circumference measurements in overweight men. The same relationship between yogurt and weight changes did not hold true for overweight women’. Sexual health According to LiveStrong, if the results of studies conducted on male mice are any indication, yogurt may also have sexual benefits for men. According to a research review published in the journal PLoS ONE in 2014, male mice fed a yogurt diet developed larger testicles, higher testosterone levels and higher sperm concentrations. Dr Susan Erdman, one of the Massachusetts Institute of Technology authors of the research review, hypothesized that the fertility benefits observed in the mice could be due to yogurt’s probiotic bacteria. Build muscle Finally, yogurt, and especially Greek yogurt, is a rich source of high-quality, muscle-building protein. Just one 6oz container of nonfat, plain Greek yogurt packs in 18 grams of protein without the fat that could be gained from other sources. So finding ways to focus a male audience on the benefits of yogurt is relatively easy. I’ve been saying for nearly two years that this trend would develop and it’s been slower than I’d expected. Following the new launch from Dannon in the US… I now predict it will speed up.

The British capital steals the top spot as the nation’s takeaway capital, with the average Londoner chowing down on as many as 13 takeaways and six meals out each month at an average cost of £221.63 – more than double the national spend. Nearby Chelmsford residents emerge as amongst the thriftiest in the country, spending just £43.19 on meals they haven’t prepared themselves. The average male purchases 151 takeaway and restaurant meals every year; 25 more than women. And while women are four times as likely to order dishes like sushi, men prefer to opt for the unhealthier classics – with fish and chips, curry and Chinese the top choices. Despite being the first choice for men, fish and chips has slipped from the takeaway top spot overall – overtaken by Chinese and Indian food in the list of the nation’s favourite takeaways. Takeaway top 10 – the nation’s favourites: Chinese Indian Fish and chips Pizza Southern Fried Chicken Kebab Thai Burger Sushi Italian. Predictably, 25-34 year olds are the biggest consumers of takeaways with 49% of young professionals claiming they rely on takeaways because they don’t have the time or inclination to cook at home. The habit costs them a staggering £2626.92 each year – double the amount spent by people aged 45 and over. Source: VoucherCodes.co.uk

On 1 December, Heineken announced the global rollout of its new Heineken bottle, completing the redesign of its brand packaging range. The new bottle will come in five different volume sizes and will be available in Western Europe at the beginning of 2011 and across the rest of the world by 2012.

According to the research, the top three 'beer cities' are ... Prague Amsterdam Berlin. The least attractive according to the report are ... Bucharest Bratislava Warsaw. The report, entitled Whose Round? , reveals that 20% of 6,000 respondents from 12 cities consider Prague as their top 'beer' city, which is followed by Amsterdam (13%) and Berlin (12%). Bucharest, Bratislava and Warsaw attracted 1% each. The survey also includes a range of other findings, such as when people are enjoying their beer most (on Saturday, 58%), who pays for the beer, the celebrities that Europeans would most like to go for a beer with (Barack Obama and Angelina Jolie) and many more. For example, the report says that, 'The least chivalrous men are to be found in Russia. They expect a date to pay her way.' Source: Popsop

The traditional berries are being sold at the tournament for 22p per fruit this year. The exact same fruit can be brought for a fraction of the price at Asda, and can taken into the tournament as part of a picnic. The class 1 fruits from Kent, which arrive at SW19 at 5.30am, are the same specification and are from some of the same farms as Asda's Extra Special Jubilee strawberries. The only difference is the price. A punnet of 10 fruits will cost £2.25 at Wimbledon, while a 300g punnet (more than four times the size) costs £2.97 at Asda, a 46% saving. This equates to a 69% saving if customers buy two for £4. Standard Elsanta strawberries are also on sale at Wimbledon, and are available at Asda for £1.41 a punnet. Again, the strawberries are bought in from some of the same farmers. Andy Jackson, strawberry buyer at Asda, said: "Our strawberries, which are picked and packed to the same specifications but sold at a fraction of the price, demonstrate just how much the club is ripping off tennis fans. We're encouraging sport-lovers to boycott strawberries and cream at this year's Championships to send a clear message to the organisers in the hope that prices will be dramatically reduced at next year's event." To reassure tennis fans that Asda's strawberries compare on quality and taste, the supermarket will be sampling British strawberries outside tube stations near the All England Club for spectators to enjoy on their way to the Championships. Source: Asda

Below-premium and budget beers now make up the fastest-growing segment. According to the Dallas Morning News , 7-Eleven plans to market the beer as "premium lager beer at a below-premium price," said Dan Skinner, 7-Eleven's category manager for alcohol beverages. "Our customer has been telling us for some time that they're looking for a more value-priced brand," he said. "In this tough economy, they're looking for value and ways to make their dollar go further." Although Texas sales still must be approved by the Alcoholic Beverage Commission, the beer has already entered stores in the northwest, northern California and northern Nevada. Game Day is being produced by City Brewery of La Crosse, Wisconsin. The brew comes in two varieties – Light and Ice – and two sizes: 24oz singles with a suggested retail price of $1.49 and $1.89, and a 12-pack of 12oz cans with a suggested retail price between $6.99 and $8.99. Prices will vary based on distribution costs and state and local alcohol taxes. A 12-pack of a brand such as Bud Light would cost between $10 and $11 in most areas, Skinner told the Dallas Morning News . Game Day face off against premium beers such as Bud Light, Coors Light and Miller Lite, which now dominate sales at 7-Eleven – the third-largest beer retailer in the US behind Walmart and Kroger (according to the Nielsen Co). This isn't 7-Eleven's first foray into the beer category. 7-Eleven introduced Santiago de Oro imported beer in 2003 to compete with Corona, but the beer was discontinued a year later. But 7-Eleven noted today's market is a different animal. "When 7-Eleven introduced Santiago de Oro imported beer in 2003, the economic times were much different," said Margaret Chabris from 7-Eleven. "We went up against a name brand that was merchandised for the exotic hoiday-in-a-bottle experience, and consumers were attracted to that. They were buying 'up' and not as concerned with price. "In 2003, a customer had $20 in his pocket, and gas was about $1.50 a gallon. Today, he might have $10 in his pocket and gas is $3 a gallon. Many more consumers are looking for ways to save money, including the beer they drink." Source: Dallas Morning News/Convenience Store Decisions Group

This is the latest in a string of high-profile sponsorships which has seen Carling become one of the most prolific investors in Scottish sport. As part of the sponsorship deal, Carling will have a major presence at Murrayfield stadium, where the brand will be visible on billboards, LED pitch boards, bars inside and outside the stadium and staff uniforms. Source: Molson Coors

All of the four apps start at €0.79 per download direct to the reveller’s iPhone. With these, users can access daily Oktoberfest news and a 'Wiesn-barometre', to find out which tents they're most likely to find seats in. This app relies on other users to report on how full tents become, in a friendly gesture to those on their way to the Wiesn. Another application helps users count how many drinks they’ve had and publish them straight to social networking site Facebook. And with safety in mind, organisers have also created a blood-alcohol calculator to help visitors get home safe after a long day at the beer tent. “Spending your day at the Oktoberfest, it can always happen that you lose count of how much you drank, and when you're close to being sober again,” the Oktoberfest site says. Source: The Local