Group Assignment

INB301: International Business

Section: 7 Sem: Summer2023

Submitted to
Hanif Mahtab
Assistant Professor and Head
Dep. Of International Business,
School of Business and Entrepreneurship

Assignment Name
Internationalization of a local business of Bangladesh

Submitted by
Member Name Student ID
Samia Khaleque Khushnu 2010760
Humayra Rashid Hrithi 2110728
Monika Akter 2220157

pg. 1
 Bakhtiyar Sakil 2221045
Md. Shafqat Shamim 2221172

Submission Date: August 21, 2023

Acknowledgment

At the beginning, we would like to thank our course instructor Hanif Mahtab. His
assistance and motivational words encouraged us to go forward with our ideas for our
presentation. We got valuable business knowledge and techniques which is very good for
our project. The following analysis and idea would have been incomplete without his
assistance. Each member of the group worked hard to accomplish the idea of the project.
Without the accumulated effort of the group members, we might have faced difficulties in
the completion of the assignment. For a final note, we want to show our gratitude to the
Almighty Allah for the blessings and Kindness that were shown to us and provided us the
patience to complete the whole assignment properly.

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Table of Contents
Acknowledgement.....................................................................................................2

Executive Summary ................................................................................................. 4

Product Identification .............................................................................................. 5

Selected Product....................................................................................................... 6

Country Selection and Evaluation ........................................................................... 7

Netherlands............................................................................................................... 7

Sweden ..................................................................................................................... 8

Germany .................................................................................................................10

Why From Bangladesh?..........................................................................................11

The Strategy of Internationalization .......................................................................12

Suitable Strategy………………………………………………………………….13

Appropriate Entry Mode .........................................................................................14

Comparison………………………………………………………………………..17

Grid and Matrix………………………………………………………………...…17

Conclusion……………...........................................................................................18

Reference................................................................................................................18

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 Executive Summary

This report discusses the potential internationalization of the "AFBL Fruit Drink"
product, highlighting its unique qualities and suitability for global trade. The chosen
countries for market entry are the Netherlands, Sweden, and Germany. These countries
were selected based on their economic stability, health-conscious consumer preferences,
and potential for success in the fruit drink market. The report recommends utilizing a
"Global Standardization Strategy" to maintain consistent product offerings while
capitalizing on cost reduction opportunities. The chosen entry mode is exporting, as it
allows for market diversification and the exploitation of economies of scale. The report
acknowledges the challenges of exporting, such as tariffs and perishable product
considerations, and suggests strategies to address them. Overall, the report outlines a
comprehensive approach to expanding the "AFBL Fruit Drink" brand into international
markets effectively.

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 Product Identification

Our Country contains a variety of products that needs internationalization. Being a

resourceful nation, it produces the raw materials for several undervalued developing
goods. Not every product possesses the qualities that make it universally recognizable,
acknowledged, and necessary. To be internationally competitive, a product must have the
ability to match the caliber of other products that are well-recognized. Even yet, choosing
a product for the worldwide market might be difficult. We have chosen a product that has
the potential to become successful in international trade and increase in value globally.

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 Selected Product

The name of the product that we have chosen is “AFBL Fruit Drink”. The raw materials
of our product are sugar, fruit juices, concentrates, flavors, and preservatives. A niche
product called Akij Fruit drink serves people looking for a naturally hydrating and
nourishing beverage. Because it is created with carefully chosen, premium fruits, a rich,
genuine flavor is guaranteed. The dedication of Akij Fruit drink to utilizing only the
finest fruits obtained from reliable sources is one of the primary reasons why it
distinguishes itself as a selected product. This guarantees that the beverage keeps its
organic taste and health advantages. Customers that respect real fruit's flavor and
nutritional benefits may find the Akij Fruit drink to be intriguing. Additionally, a variety
of flavors are offered for the Akij Fruit drink, allowing customers to select their preferred
flavor or experiment with others. Everyone may find something they enjoy with the Akij
Fruit drink, whether they favor traditional fruit flavors like apple, orange, or mango or
want to try something more exotic like guava or pineapple. Additionally, Akij Fruit drink
distinguishes out for its dedication to manufacturing quality control. Customers may feel
confident knowing that they are getting a clean and safe beverage thanks to rigorous
quality inspections and regulated production procedures. This emphasis on quality and
freshness contributes to the product's reputation as a chosen one. Additionally, Akij Fruit
drink sets itself apart by offering a practical and portable solution for people leading
hectic lifestyles. The beverage is packaged to be portable, making it simple to transport
and enjoy whenever and wherever you choose. This is appealing to people who want to
drink something nutritious but might not have the time to make their fresh fruit juice.
Overall, Akij Fruit drink is a niche product that caters to health-conscious people looking
for a tasty, wholesome, and practical beverage alternative. It distinguishes itself in the
market because of the use of premium fruits, a wide range of tastes, dedication to quality
control, and practical packaging.

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 Country Selection and Evaluation

Netherlands

Introduction:
The Netherlands, known for its picturesque landscapes,
innovative spirit, and strong economic foundation, offers a
promising market for the export of fruit drinks. This report delves into the social,
economic, cultural, and demographic aspects of the Netherlands to provide insights into
the potential success of exporting fruit drinks to this vibrant nation.

Social Aspects: The Dutch society is health-conscious and values natural, wholesome
products. Fruit drinks align with this preference, as they are often perceived as refreshing
and nutritious beverages. The rising awareness of the importance of a balanced diet and
healthy lifestyle has driven the demand for fruit-based products, making the Netherlands
an ideal market for such exports.

Economic Landscape: The Netherlands boasts a highly developed and open economy,
with a strong emphasis on international trade. It is a founding member of the European
Union (EU) and benefits from its open market policies. The country's strategic location as
a gateway to Europe offers exporters a logistical advantage. The GDP per capita of
approximately $58,000 (2021) indicates a high purchasing power among the Dutch
population, making premium fruit drinks an attractive option.

Cultural Considerations: The Dutch culture embraces diversity and is receptive to

foreign influences. Traditional Dutch cuisine focuses on fresh ingredients, which aligns
with the concept of fruit drinks. Additionally, the country's inclination towards
sustainability and eco-friendliness aligns with the values of many fruit drink producers,
allowing for effective marketing strategies.

Demographic Factors: Understanding the demographics is crucial for successful market

entry. The Netherlands has a population of around 17.5 million people (2021). The urban
population is concentrated in cities such as Amsterdam, Rotterdam, and Utrecht. The
demographic pyramid reflects an aging population, signifying a potential market for
health-focused products catering to elderly consumers. Additionally, the presence of a
younger demographic presents opportunities for vibrant, trendy fruit drink variants.

Real Data and Market Trends:

 In 2020, the Netherlands imported over $15 billion worth of food and beverages.
 Fruit and vegetable consumption has been steadily rising. In 2019, the Dutch
consumed approximately 135 kg of fruit per capita.

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  The demand for organic and natural products is on the rise, indicating a preference
for healthier options.
 Plant-based and sustainable products are gaining traction, offering opportunities
for environmentally conscious fruit drink producers.

Challenges and Opportunities:

 Competition: The market for beverages in the Netherlands is competitive, with
established local and international brands. Differentiation through quality, unique
flavors, and health benefits is crucial.
 Regulations: Adhering to EU food safety and labeling regulations is essential.
Ensuring product labeling is accurate and clear is vital for consumer trust.
 Cultural Localization: Adapting flavors and marketing strategies to suit Dutch
preferences can enhance acceptance among local consumers.
 Sustainability: Emphasizing eco-friendly packaging and sustainable sourcing can
resonate with environmentally conscious Dutch consumers.

Conclusion:
Exporting fruit drinks to the Netherlands presents a promising opportunity fueled by a
health-conscious society, a strong economy, and cultural openness. By aligning with
Dutch values, tapping into market trends, and understanding the demographics, fruit
drink producers can position themselves for success in this dynamic market. However,
thorough research, careful planning, and adaptability are essential to navigate the
challenges and leverage the opportunities presented by this flourishing market.

Sweden

Introduction:
Sweden, a land of captivating landscapes and progressive
ideals, holds a promising landscape for the export of fruit
drinks. This report delves into the social, economic, cultural, and demographic
dimensions of Sweden to provide insights into the potential success of exporting fruit
drinks to this dynamic nation.

Social Aspects: The Swedish population is health-conscious and values well-being. With
a growing focus on healthy lifestyles and sustainable consumption, fruit drinks align well
with this trend. The preference for natural and organic products reflects a demand for
beverages that are both refreshing and nourishing, making the Swedish market a
receptive one for fruit drink exports.

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Economic Landscape: Sweden boasts a robust and diversified economy with a high
GDP per capita of approximately $55,000 (2021). The country's openness to trade,
supported by its membership in the European Union (EU), makes it a prime destination
for export-oriented businesses. The affluent population's willingness to pay for quality
and innovative products presents a lucrative opportunity for premium fruit drinks.

Cultural Considerations: Swedish culture embraces sustainability, minimalism, and

innovation. The concept of "lagom" (finding balance) underscores the preference for
products that offer the right mix of quality and functionality. Fruit drinks that align with
these principles and emphasize eco-friendliness can resonate well with Swedish
consumers. Moreover, the trend of "fika," a coffee break accompanied by a snack, offers
an avenue for integrating fruit drinks into daily routines.
Demographic Factors: A grasp of demographics is pivotal for market entry. Sweden has a
population of around 10.5 million people (2021). Urban centers like Stockholm,
Gothenburg, and Malmö host a significant portion of the population. The demographic
pyramid is relatively balanced, with a steady distribution across age groups. This presents
opportunities for targeting a wide range of consumers, from health-conscious young
adults to families seeking convenient and nutritious options.

Real Data and Market Trends:

 In 2020, Sweden imported over $11 billion worth of food and beverages.
 The preference for healthy and organic foods is growing. The per capita fruit
consumption reached approximately 73 kg in 2019.
 Plant-based products are increasingly popular, aligning with Sweden's
environmentally conscious outlook.
 Convenience is a driving factor. Ready-to-drink options, including healthy
beverages like fruit drinks, are gaining traction. Challenges and Opportunities:
 Competition: The Swedish beverage market is competitive, with local and global
brands. Unique flavors, premium quality, and health benefits can set fruit drinks
apart.
 Regulations: Adhering to EU food safety standards and labeling regulations is
crucial. Transparent and accurate labeling builds consumer trust.
 Cultural Sensitivity: Customizing flavors and marketing strategies to cater to
Swedish tastes and values enhances product acceptance.
 Sustainability: Emphasizing sustainable sourcing, eco-friendly packaging, and
responsible production resonates with environmentally aware Swedish consumers.

Conclusion:
Entering the Swedish market with fruit drinks holds immense potential due to the health-
conscious, environmentally aware society, strong economy, and cultural alignment with
sustainability. By aligning product offerings with Swedish preferences, capitalizing on
market trends, and understanding the demographics, fruit drink exporters can establish a
foothold in this progressive and receptive market. However, comprehensive research,

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strategic planning, and adaptability are key to navigating challenges and leveraging the
opportunities presented by this vibrant market.

Germany

Introduction:
Germany, a country known for its rich history, strong
economy, and diverse culture, offers a promising avenue for
the export of fruit drinks. This report provides an in-depth analysis of the social,
economic, cultural, and demographic factors in Germany, shedding light on the potential
success of exporting fruit drinks to this dynamic market.

Social Landscape: German consumers prioritize health and wellness, with an increasing
demand for natural and nutritious products. The trend towards a balanced lifestyle and the
preference for beverages that enhance well-being create a receptive market for fruit
drinks. As the consciousness around health and the environment grows, fruit drinks that
align with these values are well positioned to capture attention.

Economic Environment: Germany boasts one of the largest and most advanced
economies in Europe, with a high GDP per capita of approximately $52,000 (2021). The
country's robust infrastructure and well-developed distribution networks provide
exporters with efficient access to consumers. Moreover, Germans are willing to pay a
premium for high-quality products, making the market conducive to premium and
innovative fruit drinks.

Cultural Considerations: German culture is rooted in tradition, quality, and efficiency.

Consumers in Germany appreciate well-crafted products and are open to trying new
flavors. While respecting traditional tastes, fruit drink exporters can also experiment with
unique blends that align with German sensibilities. The country's growing interest in
sustainability and ethical consumption opens doors for eco-friendly fruit drinks.

Demographic Factors: Understanding the demographic landscape is pivotal for market

entry. Germany is home to around 83 million people (2021), with urban areas like Berlin,
Hamburg, and Munich being key hubs. The population distribution spans various age
groups, providing opportunities to target both health-conscious millennials and older
generations looking for refreshing alternatives.

Real Data and Market Trends:

 In 2020, Germany imported over $98 billion worth of food and beverages.
 The per capita fruit consumption reached approximately 87 kg in 2019,
underscoring the demand for fruit-based products.

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  The trend towards vegetarian and vegan diets has driven the popularity of plant-
based beverages, including fruit drinks.
 Consumers value convenience. Ready-to-drink options like fruit drinks align well
with busy lifestyles.

Challenges and Opportunities:

 Competition: The German beverage market is competitive, with established local
and international brands. Differentiation through quality, flavors, and health
benefits is crucial.
 Regulations: Complying with EU food safety standards and labeling regulations is
essential for consumer trust and market access.
 Cultural Alignment: Adapting flavors and marketing strategies to suit German
preferences enhances product acceptance.
 Sustainability: Emphasizing sustainable packaging and responsible sourcing
resonates with environmentally conscious German consumers.

Conclusion:
Exporting fruit drinks to Germany offers a lucrative opportunity due to health-conscious
consumers, a robust economy, and cultural openness to innovation. By aligning products
with German values, capitalizing on market trends, and understanding the demographics,
fruit drink exporters can establish a foothold in this dynamic market. However, in-depth
research, strategic planning, and adaptability are essential to navigate challenges and
capitalize on the opportunities presented by this thriving market.

Why from Bangladesh?

According to the Food and Agricultural Organization (FAO), Bangladesh is one of the
top fruit-growing countries in the world. Over the last 18 years, the country's fruit
production has increased by 11.5 percent on average annually. The Netherlands,
Germany, and Sweden could be beneficial in several aspects. These three countries have
established markets with diverse consumer preferences. So, Bangladesh could offer a
distinct cultural and flavor experience that might affect consumers seeking something
different. Further, Bangladesh has lower labor costs than any other country, which is one
of the reasons for competitive pricing and offering quality products in those countries.
Additionally, there are also Free Trade Agreements (FTA) with the Netherlands,
Germany, and Sweden. This can be a great opportunity to import “Akij Fruit Drink” from
Bangladesh and establish itself as a global brand, enhancing its reputation both
domestically and internationally.

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 The strategy of Internationalization

A firm's strategy refers to the actions that managers take to attain the goals of the firm.

Several factors influence the strategy. The pressure of cost reduction and the pressure to
be locally responsive limits the capability of the company to understand location
economies and experience effects and transfer skills within the firm. There are four basic
strategies to compete in international markets and which strategy to use depends on the 2
pressures which are pressures of cost reduction and locally responsive.

There are Four strategies-

1. GLOBAL STANDARDIZATION-
In this strategy, the focus is to increase profitability and profit growth by reducing
the cost that the company gains from the learning experience, location economies,
and economies of scale. The cost reduction pressure is high, but the customization
pressure is low.

2. LOCALIZATION-
This strategy focuses on increasing profit by customizing the goods or services
according to the tastes and preferences of different national markets. It is an idle
strategy if there are substantial differences across nations. A firm using a
localization strategy does not focus on cost reduction.

3. TRANSNATIONAL-
Both the pressure for cost reduction and customization is high in this strategy. The
strategy is not a simple one to carry out as it places contradictory demands on the
company. Differentiating the product to respond to local demands in different
geographic markets increases the costs, which makes the goal of reducing costs
difficult.

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 4. INTERNATION-
In this strategy, companies are neither concerned about cost reductions nor about
being locally responsive. The companies sell their products beyond the borders of the
country with little to no change. This scenario takes place usually when there is excess
production, and one wants to get rid of it or the product has excessive demand in the
foreign market.

Suitable Strategy

The best suitable strategy for the product is the "Global Standardization Strategy." This
approach involves selling their products in foreign markets with minimal customization,
making use of excess production or high demand in those markets. By maintaining a
consistent product offering, Akij Food and Beverages can potentially streamline
operations and expand its presence internationally. However, it's important for them to
carefully assess market preferences and competition to ensure this strategy aligns with
their goals and target markets. The reason this strategy is best for the market is that we
will increase the growth of profit and the ability of profitable options by taking advantage
of cutting the cost from the location economics and economics of scale. The strategy is
used for high-cost reduction responsiveness and low pressures for local responsiveness.
In the Netherlands, the fruit drinks demand is high and it's increasing day by day. Most of
them preferred various types of fruit drinks flavor to taste. In the Netherlands, Apple,
Orange, Grapes, etc. Flavors are available in the market. Besides in Germany, people are
not so interested to taste new flavors. They like Apple, Orange, berries, etc. But their
demand for fruit drinks is increasing.
Our company has other flavors also like mango, blueberry. So, by following international
strategy, our goal is to pursue a low-cost strategy on a global scale, and we'll sell our
products in different flavors with cost reduction.
Another one is Sweden, their most of the food and beverages supply comes from local
production. So, we'll follow international strategy for Sweden to their taste and
preferences. But in this strategy, there is low-cost reduction and also low localization
pressure. So, at a time we may need to change our strategy to global standardization
strategy.
Last but not the list, the cost reduction strategy is going to be our key option to earn profit
as well as in the mind of our target customers.

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 How to Enter the Market

A firm when expanding internationally must decide Akij fruit drinks also decide these
things when they expand their fruit drinks business internationally.
The choice of foreign markets will depend on their long-run profit potential. Markets are
also more attractive when the product in question is not widely available and satisfies an
unmet need.

Germany: -
Risk Assessment: The political and economic climate in Germany is favorable.
Government Influence: While a free market operates, the federal government wields
significant economic influence.
Inflation Dynamics: Although there has been a slight decrease, the inflation rate remains
relatively high.
Sweden: -
Political Stability: Sweden boasts political stability and streamlined business processes
that facilitate formation and operations.
Market Structure: Sweden maintains a predominantly free market economy.
Inflation Consistency: Over recent decades, Sweden has consistently maintained a low
and stable inflation rate.
Netherlands: -
Economic Growth: The Dutch economy demonstrates sustained growth, coupled with
strong political stability.
Economic Diversity: The Netherlands employs a mixed economic system, allowing for
private freedom and diversity. However, it's important to acknowledge that Akij Fruit
Drinks won't be pioneering in these markets and will not enjoy the benefits of first-mover
advantage. Entry into these markets comes later after other firms have already established
their presence.

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As Akij Fruit Drinks isn't the first mover, it avoids incurring:
Pioneering Costs: These encompass the expenses associated with being the initial
business in the market. Consequently, Germany, Sweden, and the Netherlands present
favorable markets for Akij Fruit Drinks.
Initial Failure Costs: Costs linked to potential early business failures.
Promotion and Establishment Costs: The financial outlay required to introduce and
establish a new product offering.
Given this, Akij Fruit Drinks will adopt a small-scale entry strategy, leveraging the
advantages of learning about foreign markets while containing exposure. So Akij Fruit
Drinks have Favorable markets in Germany and Sweden. and The Netherlands. Once
attractive markets are identified, Akij Fruit Drinks must consider the timing of entry. Akij
Fruit Drinks cannot be served as the first mover in Germany, Sweden, and the
Netherlands because their entry is late. Akij Fruit Drinks enters the market after other
firms have already established themselves in the market.
As Akij Fruit Drinks is not the First mover advantage so they do not have to bear-
Akij Fruit Drinks will have a small-scale entry because it has the advantage of allowing
Akij Fruit Drinks to learn about a foreign market while simultaneously limiting Akij Fruit
Drink’s exposure to that market.
There are no ‘right’ decisions about which market to enter, and the timing and scale of
entry- just decisions that are associated with different levels of risk and reward.
There are six different ways to enter a foreign market.
Exporting, Licensing, or franchising to a company in the host nation
Establishing a joint venture with a local company Expanding into international markets
and utilizing economies of scale can provide numerous advantages. These benefits may
include Establishing a new wholly owned subsidiary and acquiring an established
enterprise Among them Akij Fruit Drinks choose to export entry mode Exporting offers
several advantages to Akij Fruit Drinks, primarily because it enables the company to tap
into international markets and leverage various economies of scale. Some of the key
benefits include common first step for manufacturing Akij Fruit Drinks Exporting is
attractive for Akij Fruit Drinks because It avoids the costs of establishing local
manufacturing operations. Cost Savings: Exporting eliminates the need for establishing
local manufacturing operations in foreign markets. This helps Akij Fruit Drinks avoid the

pg. 15
significant upfront costs associated with building and operating production facilities in
multiple countries.
It helps Akij Fruit Drinks achieve experience curves and location economies. Experience
Curve and Location Economies: Exporting allows Akij Fruit Drinks to capitalize on the
experience curve effect, which implies that as the company gains more experience in
producing and marketing its products internationally, its efficiency and effectiveness
improve, leading to cost reductions. Additionally, exporting can help the company take
advantage of location economies, such as lower labor costs and access to specialized
suppliers.
Market Diversification: Exporting enables Akij Fruit Drinks to diversify its market
presence beyond its domestic market. This reduces the company's reliance on a single
market and provides opportunities for revenue growth even when the domestic market
faces challenges.
However, there are certain disadvantages that Akij Fruit Drinks should consider when
exporting
Tariffs and Trade Barriers: One of the challenges of exporting is the potential imposition
of tariffs, taxes, or trade barriers by foreign governments. These can increase the cost of
Akij Fruit Drinks' products in foreign markets, potentially reducing their competitiveness.
In addition to the above points, Akij Fruit Drinks must address specific considerations
related to the nature of their product:
Perishable Nature: Given that fruit drinks are perishable products, maintaining a robust
and efficient transport and distribution system is crucial. Ensuring that the products reach
international markets promptly and in good condition is essential to maintain product
quality and customer satisfaction.
Pricing Strategy: While Akij Fruit Drinks may be able to reduce costs by producing in
their home country and then raising prices in the export markets, they should carefully
consider their pricing strategy. Competitive pricing in export markets is vital to attract
customers and gain market share, even if it means offering their products at a lower price
compared to domestic markets.
Exporting presents significant opportunities for Akij Fruit Drinks to expand its market
reach, achieve cost savings through experience curve and location economies, and
diversify its revenue sources. However, the company must carefully navigate challenges
such as potential trade barriers, maintain a strong transport system for perishable
products, and develop a competitive pricing strategy. As Akij will doing business with
fruit drinks they have to maintain a strong transport system as these are perishable
products.

pg. 16
Besides we can choose Joint Venture because Joint Ventures are attractive because Akij
Fruit Drinks benefit from a local partners knowledge of the local market, culture,
language, political systems, and business systems. The costs and risks of an opening
market are shared. The satisfy political considerations for market entry. Additionally, the
option of a Joint Venture is appealing as it allows Akij Fruit Drinks to leverage the
insights of a local partner regarding the native market, culture, language, political
systems, and business operations. By sharing the expenses and risks associated with
market entry, Joining Ventures become a variable choice. Moreover, the effectively
address political considerations related to entering new markets.

Comparison
Germany is more competitive than the Netherlands and Sweden when it comes to
exporting fruit drinks because of its advantageous location, superior infrastructure, and
solid commercial ties. Due to its strategic location within Europe, goods may be
distributed effectively throughout the region at a reasonable cost of transportation. The
efficient export operations are made possible by Germany's well-developed ports,
highways, and trains, which also helps with cost effectiveness and on-time delivery.
Furthermore, Germany's well-established networks and trade agreements provide it a
wider access to global markets, improving the visibility and accessibility of its fruit
drinks.

Grid and Matrix

Criteria Netherlands Sweden Germany
Market Demand 4 3 5

Distribution 4 3 4

Trade Regulations 3 4 5

Infrastructure 5 4 4

pg. 17
 Conclusion
AFBL is one of the largest groups in Bangladesh. Among them, we choose Akij
Fruit Drinks as our product line. The main objective of this report is that Akij Fruit
Drinks will provide quality products and services in such a form that the customers
demand. If Akij Fruit Drinks export its products by maintaining its cost in
Bangladesh and raising its profit at the same time if they will provide an
outstanding product in the exporting countries, then Akij Fruit Drinks can easily
satisfy their customers.

Reference:
https://www.akijfood.com/

https://eximtradedata.com/global-companies/bangladesh/akij-food-and-beverage-limited

https://www.tbsnews.net/bangladesh/bangladesh-becomes-major-global-fruit-producer-agri-
minister-439078

https://www.exportgenius.in/akij-food-and-beverage-ltd-exporter-in-bangladesh

https://www.volza.com/company-profile/akij-match-factory-ltd-58234/

https://www.tbsnews.net/feature/food/akij-invests-big-fruit-drinks?amp
https://www.statista.com/outlook/cmo/non-alcoholic-drinks/juices/netherlands#key-market-
indicators

pg. 18