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A new independent global ranking has exposed something the industry preferred to leave unexamined: energy drinks are not one category. They are two – and the divide runs straight down the Atlantic. MONTREAL, QC – May 27, 2026 – (SeaPRwire) – When you pick up an energy drink in Frankfurt, you are most likely picking up a pasteurised beverage made with real sugar, a meaningful vitamin stack, and an ingredient list short enough to read in under ten seconds. When you pick up what is marketed as the same product category in Houston, you are, in all statistical likelihood, drinking an artificially sweetened, chemically preserved formulation that bears almost no resemblance to its European equivalent beyond the can format and the caffeine content. Same shelf. Same category name. Fundamentally different product. This is not a matter of opinion or consumer preference. It is now a matter of documented fact – and the study that documented it, published this month by independent German beverage professional Pat Eckert under the banner of the Six Continents Index (SCI), is the first serious attempt anyone has made to compare energy drinks on a global basis using objective, measurable criteria. The findings are striking enough on their own terms. But their broader implication – that the world’s largest energy drink market has, over time, quietly optimised for margin rather than product quality – raises questions that go well beyond any single study. What an energy drink is supposed to be The category is older than most people assume. The correct answer is Japan, 1962, when Lipovitan-D was launched as a functional health tonic for a hardworking, health-conscious, largely white-collar population – built around a clear physiological promise, with sugar as one of its core ingredients. The global spread of the format came later, and with it, in certain markets, a gradual drift from that original intent. Before examining what the study found, it is worth asking what a consumer actually expects from an energy drink. The answer covers several things: sustained energy, immediate alertness, and functional support from vitamins and other active ingredients. But the foundation – the one the category name is built on – is energy itself, and that has a specific physiological meaning. Carbohydrates, including sugar, are the primary fuel source for both the body and the brain. Glucose is what muscles run on and what the brain demands in quantity when concentration and alertness are required. An energy drink that contains no sugar – or that replaces it entirely with artificial sweeteners that deliver sweetness without caloric content – is not, in any meaningful sense, an energy drink. It is a flavoured caffeine delivery mechanism. This is not a fringe position. It is basic nutritional science, and it matters when evaluating a category in which “zero” and “sugar-free” variants have proliferated to the point where, in some markets, they now represent the majority of shelf space. The logic of drinking a zero-energy product and expecting an energy outcome is roughly equivalent to ordering a decaffeinated coffee and expecting to feel alert. The category name is making a promise. In many cases, the formulation is not keeping it. The SCI was not a desk exercise. Eckert and his team spent roughly six months collecting energy drinks from all six inhabited continents – not just the obvious markets of the United States, Germany, UK and Japan, but extending to Nepal, Kenya, Mauritius, Chile, New Zealand, and dozens of markets in between. The result was a sample spanning virtually every corner of the global category, assembled product by product, market by market. The assessment framework applied to each of them covered 36 criteria: for example caffeine content and declaration, sugar quantity and type, sugar-to-caffeine balance, vitamin content, preservation method, label readability, packaging integrity, traceability, and label transparency – built around what a consumer has a reasonable right to expect from a product in this category. No taste testing, no jury votes, no brand popularity or marketing spend factored into the score. Only what could be objectively verified on the product itself. Top-performing products were submitted for independent Swiss laboratory analysis to validate what the label claimed. A category, or two categories sharing a name? The continental findings of the SCI read less like a market analysis and more like a study of two parallel industries that happen to use the same distribution channel. In Europe, 85.7 per cent of energy drinks assessed had been pasteurised – the same heat-treatment process used in quality food and beverage production for over a century, and one that eliminates the need for artificial preservatives. In North America, that figure was 12 per cent. In Asia, 78.9 per cent of products used real sugar. In North America, 8 per cent did. Some 84 per cent of North American energy drinks relied entirely on artificial sweeteners – a figure that stood at 4.2 per cent in Europe and was near zero across Asia, Australia, South America, and Africa. Australian products averaged 4.2 vitamins per serving; North American products averaged 2.9. The analogy that comes to mind is beer. The craft movement of the past two decades has repeatedly made the point that mass-market lager and a carefully brewed artisanal ale are related by category name and little else. The beverage industry has also seen the rise of alcohol-free beer – a product that answers a real consumer need, occupies the same shelf, and uses the same brand architecture as its alcoholic counterpart. Nobody seriously argues that non-alcoholic beer is the ‘real’ beer, however. Real beer has alcohol. Real wine has alcohol. Real energy drinks, by the logic of their own name, should have energy – meaning, above all, carbohydrates. The zero-sugar variant is a legitimate product with a legitimate market. But it should not be confused with the article it is imitating. The health debate around energy drinks follows a similar pattern of category confusion. Concerns about the category are frequently generalised from the worst-formulated examples to the entire shelf. This is not a methodology that would be applied to any other food or beverage category. A sausage made with poor-quality mechanically recovered meat and a high preservative load is a different product from one made with high-welfare pork, natural casings, and no additives beyond salt and spice – yet both sit in the same supermarket aisle under the same category label. The relevant question is not whether sausages are healthy or unhealthy. It is what is in this sausage. The same logic applies to energy drinks, and it is the logic the SCI was built to apply. Quantity matters independently of quality. Three litres of an entirely natural chicken broth will make most people feel unwell. This is not an argument against chicken broth. Overconsumption of almost anything produces negative outcomes. The energy drink category has suffered from a persistent conflation of formulation concerns with consumption concerns, and the result has been a debate that generates more heat than light. What the SCI provides, for the first time, is a framework for the formulation question specifically – separating it from consumption patterns and allowing product quality to be evaluated on its own merits. North America’s uncomfortable result The SCI ranked North America last overall among the six continental regions assessed. For the world’s largest energy drink market by revenue, this is a result that demands some explanation. The most plausible one is competitive economics. The North American energy drink market is extraordinarily concentrated, with the top two or three brands together commanding the large majority of category revenue. In a market that competitive, the pressure on all participants is to protect margin. Artificial sweeteners cost a fraction of real sugar. Synthetic preservatives are cheaper than pasteurisation infrastructure. Vitamin inclusion adds cost without necessarily driving volume in a consumer environment where the functional credential of “energy” is dominated by caffeine and sweetness perception rather than by the full ingredient profile. The result is a market that has, over decades of intense competition, rationalised its way to formulations that serve producer economics more reliably than consumer nutritional expectations. This is not unique to energy drinks – it is a well-documented dynamic in high-competition FMCG categories generally. But it is notable that it has occurred in the market that, by revenue, appears to be winning. Europe, meanwhile, has retained formulation practices that are closer to the original product concept. Pasteurisation remains the norm. Real sugar remains the primary sweetener for the majority of products. The vitamin stack is fuller. This is partly a function of regulatory environment – the EU maintains stricter standards on certain additives than the FDA – and partly a function of a market that developed somewhat later and in a more competitive multi-brand environment from the outset, leaving less room for the cost-reduction trajectories that concentrated markets tend to produce. Finally, a rating system The beverage industry has long had objective quality frameworks for wine, mineral water, and spirits. Cars are safety-rated. Hotels are star-classified. Food products carry nutritional scoring systems of varying sophistication across different markets. Energy drinks – a category worth approximately $83 billion in global retail value in 2025, forecast to approach $116 billion by 2030 – have had none of this. Consumers buying an energy drink have had no independent, methodologically transparent basis for comparing what they were buying against alternatives. Marketing spend, shelf placement, and brand familiarity have filled the gap. The SCI does not fill that gap entirely – it is a first assessment, not a permanent institutional framework, and its methodology will no doubt be interrogated and refined over time. But it establishes the principle that the category can be evaluated objectively, and that the results of that evaluation are both informative and commercially significant. The question of aspartame illustrates why this matters. The sweetener – classified by the WHO’s International Agency for Research on Cancer as “possibly carcinogenic to humans”, a Group 2B classification – appeared in 10.5 per cent of products assessed globally, with 43 per cent of those aspartame-containing products found in Africa. The classification does not mean aspartame causes cancer; it means the evidence is sufficient to warrant ongoing scrutiny. A consumer with access to that information might reasonably prefer a product that does not use it. Until now, there has been no systematic global tool for identifying which products do and do not. The brand at the top of the table The highest-scoring brand in the SCI – on objective ingredient quality, formulation standards, and label transparency, with no weighting for taste, marketing, or popularity – is one that most consumers in the United States will not have encountered. HELL Energy, founded in Hungary in 2006, is not a household name in North America. It is, however, one of the largest energy drink manufacturers in the world by production volume, operating a megafactory with a combined annual capacity of ten billion cans, certified to the highest international food safety standards. The brand is available in 60+ countries and holds category leadership in Hungary, its home market, where it commands a market share consistently around 65 per cent. In other markets where HELL leads, the brand typically holds 49–68 per cent market share. In India – one of the most logistically and competitively demanding consumer markets on earth – it achieved category leadership in under five years. So it is not a small or unproven player. It is simply one that has not prioritised the North American market, where the competitive barriers to entry and the margin pressures on formulation quality are both at their most extreme. Notably, despite its scale and quality credentials, HELL typically sits on the shelf at around half the price of the global category leader – a combination that, in the markets where it competes, has proven difficult to argue against. Its position at the top of the SCI is consistent with a product philosophy that has prioritised ingredient quality over cost reduction. The brand uses no artificial preservatives, no aspartame, and real sugar in its standard formulations. These are not unusual choices in the European context. They are, however, choices that distinguish it sharply from the formulation norms of the world’s most valuable energy drink market. The marketing history is worth noting, not because it is the basis for the ranking – it emphatically is not – but because it illustrates a pattern of deliberate strategic positioning over two decades. The brand entered Formula 1 sponsorship at a point when that association carried category credibility, then exited before the returns diminished. Bruce Willis fronted global campaigns for six consecutive years. The successor chosen – Michele Morrone, a strikingly handsome Italian actor and former model for a number of international fashion brands, whose career was at an early stage when the partnership began – has since appeared alongside Sidney Sweeney and is in upcoming productions with Sir Anthony Hopkins, Al Pacino, Jessica Alba, and Andy Garcia. The instinct for identifying cultural traction before it becomes expensive has been consistent. It does, however, suggest that a brand capable of that quality of market timing over twenty years is unlikely to be sitting still on formulation either. What this means for the category The energy drink market is, in one sense, two markets that have been allowed to share a name for long enough that the distinction has become invisible. The publication of the SCI makes that distinction visible, and the question now is whether the market responds. The organic food and beverage movement offers a partial precedent. Products positioned on ingredient quality and transparency were, for much of the 1990s and 2000s, treated as niche and overpriced. They eventually found their mainstream. The process was slow and required both consumer education and retail willingness to give quality-positioned products shelf space alongside cheaper alternatives. The energy drink category is earlier in that process, but the direction of travel – in regulatory terms, in consumer awareness terms, and now in independent assessment terms – is not difficult to read. For distributors and retailers assessing which brands to build positions around over the next decade, the arrival of an objective global quality framework is, if anything, a simplifying development. The question of which energy drink to back has historically been answered primarily by marketing power and distribution reach. It can now also be answered, at least in part, by ingredient quality and formulation transparency. About The Six Continents Index & Fine Liquids The Six Continents Index (https://sixcontinentsindex.com) was conducted independently by Pat Eckert and his team at Fine Liquids, Meckesheim, Germany. Assessed brands were not notified in advance and had no involvement in the evaluation. No paid participation, sponsorship, or commercial influence played any role.

PALO ALTO, CA – 21/03/2026 – (SeaPRwire) – As retail media networks continue to expand in scale and complexity, technology providers are increasingly turning to artificial intelligence to simplify campaign execution and management. In this context, Topsort has introduced Tomi, a newly developed AI agent aimed at redefining how retail media teams plan, build, and optimize advertising campaigns. Topsort, known for its AI-native, auction-based infrastructure supporting marketplaces and retailers globally, positions Tomi as a solution to the growing operational demands faced by retail media teams. As advertisers, product catalogs, and campaign variables multiply, traditional workflows often require extensive manual setup across fragmented systems. Tomi addresses these challenges by enabling a conversational approach to campaign creation. Rather than navigating multiple configuration steps, users can input campaign objectives in natural language, allowing the system to automatically generate a structured campaign setup for review prior to activation. Enhancing Efficiency Through AI-Assisted Campaign Creation Integrated within Topsort’s marketplace administration interface, Tomi allows users to initiate and manage campaigns using simple text prompts. For instance, a user can request the creation of sponsored listings targeting high-performing products within a specific category and define budget and duration parameters in a single instruction. Based on the input, Tomi identifies relevant SKUs, configures targeting strategies, allocates budgets, and sets campaign timelines. The resulting campaign remains subject to user review and approval before going live, ensuring oversight and control. This AI-assisted workflow is designed to deliver several operational benefits: Accelerated campaign deployment Campaigns can be generated in seconds, significantly reducing the time required for manual configuration. Improved decision-making Data-driven insights, including product performance and marketplace trends, inform campaign setup and targeting. Scalable operations Teams can manage a larger volume of campaigns and advertisers without proportional increases in workload. Controlled execution Users retain final approval authority over all campaign configurations prior to launch. Supporting the Evolution of Retail Media Infrastructure The initial release of Tomi focuses on onsite sponsored listing formats, supporting a range of targeting options such as keyword-based, category-level, competitor page, and always-on strategies. This aligns with broader industry trends toward automation and intelligence-driven advertising infrastructure. According to Topsort, the introduction of Tomi reflects its broader objective of developing AI-native systems that reduce reliance on legacy ad technology while enabling retailers to maintain direct control over monetization strategies. Tomi is currently available and can be activated for existing Topsort clients upon request. Additional details, including product demonstrations, are accessible via the company’s official website. About Topsort Topsort is an AI-native monetization infrastructure provider focused on building commerce-centric retail media solutions for global marketplaces and advertisers. The company aims to make advanced advertising technologies more accessible by transforming traditional “walled garden” systems into flexible, scalable infrastructure. Topsort currently supports enterprise clients across more than 40 countries, including major retailers and platforms such as Coles, DoorDash, Woolworths, and Falabella.