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Country Report

Consumer Foodservice in Brazil

Sep 2011

Price: US$1,900

About this Report

About this Report

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Overview

Discover the latest market trends and uncover sources of future market growth for the Consumer Foodservice industry in Brazil with research from Euromonitor's team of in-country analysts.

Find hidden opportunities in the most current research data available, understand competitive threats with our detailed market analysis, and plan your corporate strategy with our expert qualitative analysis and growth projections.

If you're in the Consumer Foodservice industry in Brazil, our research will save you time and money while empowering you to make informed, profitable decisions.

When you purchase this report, you also get the data and the content from these category reports in Brazil for free:

The Consumer Foodservice in Brazil market research report includes:

  • Analysis of key supply-side and demand trends
  • Historic volumes and values, company and brand market shares
  • Five year forecasts of market trends and market growth
  • Robust and transparent market research methodology, conducted in-country

Our market research reports answer questions such as:

  • What is the market size of Consumer Foodservice in Brazil?
  • What are the major brands in Brazil?
  • How are economic or demographic factors impacting the foodservice industry in #Country»?
  • How are multinational and local operators expanding in #Country»?
  • How have consumer lifestyle trends and eating habits influenced foodservice in #Country»?

Why buy this report?

  • Gain competitive intelligence about market leaders
  • Track key industry trends, opportunities and threats
  • Inform your marketing, brand, strategy and market development, sales and supply functions

This industry report originates from Passport, our Consumer Foodservice market research database.

Sample Analysis

EXECUTIVE SUMMARY

Brazilian consumer foodservice performs well with strong investments

In 2010 the consumer foodservice industry saw current value growth of 10%, in line with the review period CAGR. Furthermore, chained establishments registered the most dynamic performance, both in terms of the number of outlets, transactions and current foodservice sales compared with independent outlets. The main reasons behind such a performance are continued franchising agreements and the boom in shopping mall construction, generating high demand for chained outlets.

Global Burger King acquired by private-equity group 3G Capital Management

In September 2010 Burger King was acquired by the Brazilian private-equity group 3G Capital Management, which is also owner of InBev NV SA and AmBev, in a deal valued at U$4 billion. This acquisition has positively affected the chained burger fast food category in Brazil. It is expected that this acquisition will also improve future sales of beverages in special soft drinks under the PepsiCo and Antarctica brands in Burger King’s establishments in coming years (2010-2015).

Top four brands hold over 50% of total chained consumer foodservice sales

McDonald’s Corp, Al Saraiva Empreendimentos Imobiliários e Participações Ltda, Brazil Fast Food Corp and Restpar Alimentos Ltda under McDonald’s, Habib’s, Bob’s and Giraffa’s brands – leading players in the chained fast food – accounted for 50% of total sales in current value terms within chained consumer foodservice in 2010. Accessible prices, combo sandwiches and aggressive marketing campaigns are the main strategies adopted by these companies to hold leadership positions, as a very competitive environment develops in Brazil.

Chained versus independent trends in consumer foodservice in Brazil

Despite the high number of independent operators which are concentrated mainly in categories as cafés/bars, full-service restaurants and fast food, chained consumer foodservice demonstrated signs of consolidation over 2005-2010. The chained consumer foodservice component of the total market grew substantially over 2005-2010, and is expected to continue to gain share over the forecast period.

Positive performance expected in coming years

Strong macroeconomic trends and investments from both domestic and international operators are expected to support the performance of the Brazilian consumer foodservice market over the forecast period. Investments from private-equity groups, alliances and new acquisitions/mergers among larger operators are expected to occur in coming years, aiming to increase professionalism and generate higher profits. Besides lunchtime meals, marketing efforts should concentrate on increasing demand, mainly at dinner and weekends.

Table of Contents

Table of Contents

Consumer Foodservice in Brazil - Industry Overview

EXECUTIVE SUMMARY

Brazilian consumer foodservice performs well with strong investments

Global Burger King acquired by private-equity group 3G Capital Management

Top four brands hold over 50% of total chained consumer foodservice sales

Chained versus independent trends in consumer foodservice in Brazil

Positive performance expected in coming years

KEY TRENDS AND DEVELOPMENTS

Private-equity groups expand into Brazilian consumer foodservice market

Large groups invest in Brazilian consumer foodservice market

São Paulo remains most important city in Brazilian consumer foodservice

Collective buying sites attract Brazilians with up to 90% price discounts

Emergent socioeconomic group a key driver of Brazilian consumer foodservice

OPERATING ENVIRONMENT

MARKET DATA

  • Table 1 Units, Transactions and Value Sales in Consumer Foodservice: 2005-2010
  • Table 2 Units, Transactions and Value Sales in Consumer Foodservice: % Growth 2005-2010
  • Table 3 Consumer Foodservice by Independent Vs Chained Outlets: Units/Outlets 2010
  • Table 4 Consumer Foodservice by Eat in Vs Takeaway 2010
  • Table 5 Consumer Foodservice by Food Vs Drinks Split 2010
  • Table 6 Sales in Consumer Foodservice by Location 2005-2010
  • Table 7 Leading Chained Consumer Foodservice Brands by Number of Units 2010
  • Table 8 Chained Consumer Foodservice Company Shares 2006-2010
  • Table 9 Chained Consumer Foodservice Brand Shares 2007-2010
  • Table 10 Forecast Units, Transactions and Value Sales in Consumer Foodservice: 2010-2015
  • Table 11 Forecast Units, Transactions and Value Sales in Consumer Foodservice: % Growth 2010-2015

APPENDIX

DEFINITIONS

  • Summary 1 Research Sources

Consumer Foodservice in Brazil - Company Profiles

Al Saraiva Empreendimentos Imobiliários e Participações Ltda in Consumer Foodservice (Brazil)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

SUPPLIERS

COMPETITIVE POSITIONING

  • Summary 4 Al Saraiva Empreendimentos Imobiliários e Participações Ltda: Competitive Position 2010

Brazil Fast Food Corp in Consumer Foodservice (Brazil)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

SUPPLIERS

COMPETITIVE POSITIONING

  • Summary 7 Brazil Fast Food Corp: Competitive Position 2010

CPQ Brasil S/A in Consumer Foodservice (Brazil)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

SUPPLIERS

COMPETITIVE POSITIONING

  • Summary 10 CPQ Brasil S/A: Competitive Position 2010

Grupo Trendfoods in Consumer Foodservice (Brazil)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

SUPPLIERS

COMPETITIVE POSITIONING

  • Summary 13 Grupo Trendfoods: Competitive Position 2010

Grupo Úmbria in Consumer Foodservice (Brazil)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

SUPPLIERS

COMPETITIVE POSITIONING

  • Summary 16 Grupo Úmbria: Competitive Position 2010

InBev NV SA in Consumer Foodservice (Brazil)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

SUPPLIERS

COMPETITIVE POSITIONING

  • Summary 19 InBev NV SA: Competitive Position 2010

International Meal Co in Consumer Foodservice (Brazil)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

SUPPLIERS

COMPETITIVE POSITIONING

  • Summary 22 International Meal Co: Competitive Position 2010

McDonald's Corp in Consumer Foodservice (Brazil)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

SUPPLIERS

COMPETITIVE POSITIONING

  • Summary 25 McDonald’s Corp: Competitive Position 2010

Restpar Alimentos Ltda in Consumer Foodservice (Brazil)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

SUPPLIERS

COMPETITIVE POSITIONING

  • Summary 28 Restpar Alimentos Ltda: Competitive Position 2010

Vivenda do Camarão in Consumer Foodservice (Brazil)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

SUPPLIERS

COMPETITIVE POSITIONING

  • Summary 31 Vivenda Camarão: Competitive Position 2010

100% Home Delivery/Takeaway in Brazil - Category Analysis

HEADLINES

TRENDS

  • Grupo Úmbria has focused its efforts on Domino’s, a licensed brand from Alsea SAB, which is the leader in chained pizza 100% HDTA, registering an excellent performance with a 44% value share in 2010, an increase of 16 percentage points over the previous year. In part, such a performance could be explained by expansion into new outlets as well as effectiveness in terms of advertising. According to industry sources, the group expects to continue increasing above average in coming years thanks to significant resources in new outlets. It also plans to invest approximately R$2 million per year over the forecast period in order to achieve this goal.

COMPETITIVE LANDSCAPE

  • Grupo Trendfoods led sales of 100% home delivery/takeaway under China in Box brand in 2010 as a consequence of its wide presence in Brazil’s regions through franchisees stores and significant resources in marketing activities. The company continued to expand its number of outlets to reach 150 in 2010, and invested heavily in advertising, mainly on television. During the year the group saw a slight increase in value share over the previous year as a consequence of its efforts.

PROSPECTS

  • Euromonitor International expects 100% home delivery/takeaway to continue as the smallest category within consumer foodservice in Brazil, accounting for less than 1% of total sales value in constant terms in 2015. The category will see a sluggish performance in number of outlets, with a CAGR of only 2% over 2010-2015, while it is expected to see a constant value CAGR of 6% due to increased sophistication in menu offerings at higher prices.

CATEGORY DATA

  • Table 12 100% Home Delivery/Takeaway by Category: Units/Outlets 2005-2010
  • Table 13 100% Home Delivery/Takeaway by Category: Number of Transactions 2005-2010
  • Table 14 100% Home Delivery/Takeaway by Category: Foodservice Value 2005-2010
  • Table 15 100% Home Delivery/Takeaway by Category: % Units/Outlets Growth 2005-2010
  • Table 16 100% Home Delivery/Takeaway by Category: % Transaction Growth 2005-2010
  • Table 17 100% Home Delivery/Takeaway by Category: % Foodservice Value Growth 2005-2010
  • Table 18 Global Brand Owner Shares of Chained 100% Home Delivery/Takeaway 2006-2010
  • Table 19 Brand Shares of Chained 100% Home Delivery/Takeaway 2007-2010
  • Table 20 Forecast Sales in 100% Home Delivery/Takeaway by Category: Units/Outlets 2010-2015
  • Table 21 Forecast Sales in 100% Home Delivery/Takeaway by Category: Number of Transactions 2010-2015
  • Table 22 Forecast Sales in 100% Home Delivery/Takeaway by Category: Foodservice Value 2010-2015
  • Table 23 Forecast Sales in 100% Home Delivery/Takeaway by Category: % Units/Outlets Growth 2010-2015
  • Table 24 Forecast Sales in 100% Home Delivery/Takeaway by Category: % Transaction Growth 2010-2015
  • Table 25 Forecast Sales in 100% Home Delivery/Takeaway by Category: % Foodservice Value Growth 2010-2015

Cafés/Bars in Brazil - Category Analysis

HEADLINES

TRENDS

  • Manufacturers of alcoholic drinks, mainly beer under Chopp format, the Brazilian traditional tap beer, have invested in chained bars to expand distribution into the smallest cities or undeveloped regions of the country through the franchise model.

COMPETITIVE LANDSCAPE

  • Cafés/bars is a very fragmented category dominated by independent operators. However, within chained cafés/bars Rei do Mate led sales in 2010 with a value share of 17%. The main reasons for its leadership include the highest number of outlets (300 in 2010), a longstanding presence and expansion through franchisee stores.

PROSPECTS

  • The cafés/bars environment is expected to register slower growth over 2010-2015, with a CAGR of 2% in constant value terms. This will be lower than the review period constant value CAGR because it is a mature channel with over 402,000 outlets in 2010, almost all derived independents, including the most popular ones such as botecos.

CATEGORY DATA

  • Table 26 Cafés/Bars by Category: Units/Outlets 2005-2010
  • Table 27 Cafés/Bars by Category: Number of Transactions 2005-2010
  • Table 28 Cafés/Bars by Category: Foodservice Value 2005-2010
  • Table 29 Cafés/Bars by Category: % Units/Outlets Growth 2005-2010
  • Table 30 Cafés/Bars by Category: % Transaction Growth 2005-2010
  • Table 31 Cafés/Bars by Category: % Foodservice Value Growth 2005-2010
  • Table 32 Global Brand Owner Shares of Chained Cafés/Bars 2006-2010
  • Table 33 Brand Shares of Chained Cafés/Bars 2007-2010
  • Table 34 Forecast Sales in Cafés/Bars by Category: Units/Outlets 2010-2015
  • Table 35 Forecast Sales in Cafés/Bars by Category: Number of Transactions 2010-2015
  • Table 36 Forecast Sales in Cafés/Bars by Category: Foodservice Value 2010-2015
  • Table 37 Forecast Sales in Cafés/Bars by Category: % Units/Outlets Growth 2010-2015
  • Table 38 Forecast Sales in Cafés/Bars by Category: % Transaction Growth 2010-2015
  • Table 39 Forecast Sales in Cafés/Bars by Category: % Foodservice Value Growth 2010-2015

Consumer Foodservice by Location in Brazil - Category Analysis

HEADLINES

TRENDS

  • The growth in the number of shopping centres in the Brazilian market has helped increasing demand for retail locations, most belonging to chained foodservice outlets, which operate through franchises. According to ABRASCE, 25 new shopping centres should be inaugurated in 2011, particularly in large cities such as São Paulo, Rio de Janeiro and Porto Alegre, which tend to continue positively impacting sales through retail locations.

COMPETITIVE LANDSCAPE

  • The leading three non-standalone locations within the Brazilian consumer foodservice market at the end of the review period were travel, retail and lodging, totalling a value share of 22% or R$50.1 billion in 2010. Within travel, cafés/bars and full-service restaurants have significant participation in airports, roadside locations and bus and petrol stations, accounting value share of approximately R$20 billion in 2010.

PROSPECTS

  • Within locations, retail foodservice establishments are expected to see the strongest level of growth in constant value sales over 2010-2015, increasing almost 42% in constant value terms, driven mainly by expansion into new shopping centres, hypermarkets and supermarkets. While large chained cafés/bars and fast food players as Starbucks, Chopp da Brahma, McDonald’s and Bob’s are looking for new stores in future shopping centres developments, chains such as Grão Espresso, Casa do Pão de Queijo and Rei do Mate are focusing on expansion through new stores inside chained hypermarkets such as Wal-Mart, Carrefour and Extra.

CATEGORY DATA

  • Table 40 Consumer Foodservice Sales by Location: Units/Outlets 2005-2010
  • Table 41 Consumer Foodservice Sales by Location: Number of Transactions 2005-2010
  • Table 42 Consumer Foodservice Sales by Location: Foodservice Value 2005-2010
  • Table 43 Consumer Foodservice Sales by Location: % Units/Outlets Growth 2005-2010
  • Table 44 Consumer Foodservice Sales by Location: % Transaction Growth 2005-2010
  • Table 45 Consumer Foodservice Sales by Location: % Foodservice Value Growth 2005-2010
  • Table 46 Consumer Foodservice Sales through Standalone: Units/Outlets 2005-2010
  • Table 47 Consumer Foodservice Sales through Standalone: Number of Transactions 2005-2010
  • Table 48 Consumer Foodservice Sales through Standalone: Foodservice Value 2005-2010
  • Table 49 Consumer Foodservice Sales through Standalone: % Units/Outlets Growth 2005-2010
  • Table 50 Consumer Foodservice Sales through Standalone: % Transaction Growth 2005-2010
  • Table 51 Consumer Foodservice Sales through Standalone: % Foodservice Value Growth 2005-2010
  • Table 52 Consumer Foodservice Sales through Leisure: Units/Outlets 2005-2010
  • Table 53 Consumer Foodservice Sales through Leisure: Number of Transactions 2005-2010
  • Table 54 Consumer Foodservice Sales through Leisure: Foodservice Value 2005-2010
  • Table 55 Consumer Foodservice Sales through Leisure: % Units/Outlets Growth 2005-2010
  • Table 56 Consumer Foodservice Sales through Leisure: % Transaction Growth 2005-2010
  • Table 57 Consumer Foodservice Sales through Leisure: % Foodservice Value Growth 2005-2010
  • Table 58 Consumer Foodservice Sales through Retail: Units/Outlets 2005-2010
  • Table 59 Consumer Foodservice Sales through Retail: Number of Transactions 2005-2010
  • Table 60 Consumer Foodservice Sales through Retail: Foodservice Value 2005-2010
  • Table 61 Consumer Foodservice Sales through Retail: % Units/Outlets Growth 2005-2010
  • Table 62 Consumer Foodservice Sales through Retail: % Transaction Growth 2005-2010
  • Table 63 Consumer Foodservice Sales through Retail: % Foodservice Value Growth 2005-2010
  • Table 64 Consumer Foodservice Sales through Lodging: Units/Outlets 2005-2010
  • Table 65 Consumer Foodservice Sales through Lodging: Number of Transactions 2005-2010
  • Table 66 Consumer Foodservice Sales through Lodging: Foodservice Value 2005-2010
  • Table 67 Consumer Foodservice Sales through Lodging: % Units/Outlets Growth 2005-2010
  • Table 68 Consumer Foodservice Sales through Lodging: % Transaction Growth 2005-2010
  • Table 69 Consumer Foodservice Sales through Lodging: % Foodservice Value Growth 2005-2010
  • Table 70 Consumer Foodservice Sales through Travel: Units/Outlets 2005-2010
  • Table 71 Consumer Foodservice Sales through Travel: Number of Transactions 2005-2010
  • Table 72 Consumer Foodservice Sales through Travel: Foodservice Value 2005-2010
  • Table 73 Consumer Foodservice Sales through Travel: % Units/Outlets Growth 2005-2010
  • Table 74 Consumer Foodservice Sales through Travel: % Transaction Growth 2005-2010
  • Table 75 Consumer Foodservice Sales through Travel: % Foodservice Value Growth 2005-2010
  • Table 76 Forecast Consumer Foodservice Sales by Location: Units/Outlets 2010-2015
  • Table 77 Forecast Consumer Foodservice Sales by Location: Number of Transactions 2010-2015
  • Table 78 Forecast Consumer Foodservice Sales by Location: Foodservice Value 2010-2015
  • Table 79 Forecast Consumer Foodservice Sales by Location: % Units/Outlets Growth 2010-2015
  • Table 80 Forecast Consumer Foodservice Sales by Location: % Transaction Growth 2010-2015
  • Table 81 Forecast Consumer Foodservice Sales by Location: % Foodservice Value Growth 2010-2015
  • Table 82 Forecast Consumer Foodservice Sales through Standalone: Units/Outlets 2010-2015
  • Table 83 Forecast Consumer Foodservice Sales through Standalone: Number of Transactions 2010-2015
  • Table 84 Forecast Consumer Foodservice Sales through Standalone: Foodservice Value 2010-2015
  • Table 85 Forecast Consumer Foodservice Sales through Standalone: % Units/Outlets Growth 2010-2015
  • Table 86 Forecast Consumer Foodservice Sales through Standalone: % Transaction Growth 2010-2015
  • Table 87 Forecast Consumer Foodservice Sales through Standalone: % Foodservice Value Growth 2010-2015
  • Table 88 Forecast Consumer Foodservice Sales through Leisure: Units/Outlets 2010-2015
  • Table 89 Forecast Consumer Foodservice Sales through Leisure: Number of Transactions 2010-2015
  • Table 90 Forecast Consumer Foodservice Sales through Leisure: Foodservice Value 2010-2015
  • Table 91 Forecast Consumer Foodservice Sales through Leisure: % Units/Outlets Growth 2010-2015
  • Table 92 Forecast Consumer Foodservice Sales through Leisure: % Transaction Growth 2010-2015
  • Table 93 Forecast Consumer Foodservice Sales through Leisure: % Foodservice Value Growth 2010-2015
  • Table 94 Forecast Consumer Foodservice Sales through Retail: Units/Outlets 2010-2015
  • Table 95 Forecast Consumer Foodservice Sales through Retail: Number of Transactions 2010-2015
  • Table 96 Forecast Consumer Foodservice Sales through Retail: Foodservice Value 2010-2015
  • Table 97 Forecast Consumer Foodservice Sales through Retail: % Units/Outlets Growth 2010-2015
  • Table 98 Forecast Consumer Foodservice Sales through Retail: % Transaction Growth 2010-2015
  • Table 99 Forecast Consumer Foodservice Sales through Retail: % Foodservice Value Growth 2010-2015
  • Table 100 Forecast Consumer Foodservice Sales through Lodging: Units/Outlets 2010-2015
  • Table 101 Forecast Consumer Foodservice Sales through Lodging: Number of Transactions 2010-2015
  • Table 102 Forecast Consumer Foodservice Sales through Lodging: Foodservice Value 2010-2015
  • Table 103 Forecast Consumer Foodservice Sales through Lodging: % Units/Outlets Growth 2010-2015
  • Table 104 Forecast Consumer Foodservice Sales through Lodging: % Transaction Growth 2010-2015
  • Table 105 Forecast Consumer Foodservice Sales through Lodging: % Foodservice Value Growth 2010-2015
  • Table 106 Forecast Consumer Foodservice Sales through Travel: Units/Outlets 2010-2015
  • Table 107 Forecast Consumer Foodservice Sales through Travel: Number of Transactions 2010-2015
  • Table 108 Forecast Consumer Foodservice Sales through Travel: Foodservice Value 2010-2015
  • Table 109 Forecast Consumer Foodservice Sales through Travel: % Units/Outlets Growth 2010-2015
  • Table 110 Forecast Consumer Foodservice Sales through Travel: % Transaction Growth 2010-2015
  • Table 111 Forecast Consumer Foodservice Sales through Travel: % Foodservice Value Growth 2010-2015

Fast Food in Brazil - Category Analysis

HEADLINES

TRENDS

  • The global acquisition of Burger King by the Brazilian private-equity group 3G Capital Management (owner of InBev NV SA) in September 2010 has impacted the most important category in value sales within chained fast food, which is chained burger fast food: this category accounted for 51% of total chained fast food sales in 2010. This acquisition should also boost sales of carbonates under the PepsiCo and Antarctica brands, which are distributed by AmBev – the vice-leading company in the soft drinks industry, and the most important company within InBev operations – in the Burger King outlets.

COMPETITIVE LANDSCAPE

  • McDonald’s led sales of chained fast food with a 34% value share in 2010, despite a sluggish performance in 2010 compared with other domestic chains such as Al Saraiva (Habib’s), Brazil Fast Food Corp (Bob’s) and Grupo Úmbria (Spoleto), thanks to the opening of new outlets and more expansion through franchise agreements.

PROSPECTS

  • Fast food is expected to grow 45% in constant value terms over the forecast period, supported by significant resources to be invested by leading operators, including McDonald’s, Al Saraiva (Habib’s), Brazil Fast Food Corp (Bob’s), Restpar Alimentos (Giraffa’s) among others, as well as for new entrants such as InBev under the Burger King chain. In addition, the opening of 124 new shopping centres in the country over the period to 2013, in which the south-east and south regions will concentrate 97 new enterprises, will also help to achieve such a performance. Most new outlets will open following franchising agreements, because this has proven the most successful way of starting a new business with a low level of risk.

CATEGORY DATA

  • Table 112 Fast Food by Category: Units/Outlets 2005-2010
  • Table 113 Fast Food by Category: Number of Transactions 2005-2010
  • Table 114 Fast Food by Category: Foodservice Value 2005-2010
  • Table 115 Fast Food by Category: % Units/Outlets Growth 2005-2010
  • Table 116 Fast Food by Category: % Transaction Growth 2005-2010
  • Table 117 Fast Food by Category: % Foodservice Value Growth 2005-2010
  • Table 118 Sales of Bakery Products Fast Food by Type 2007-2010
  • Table 119 Global Brand Owner Shares of Chained Fast Food 2006-2010
  • Table 120 Brand Shares of Chained Fast Food 2007-2010
  • Table 121 Forecast Sales in Fast Food by Category: Units/Outlets 2010-2015
  • Table 122 Forecast Sales in Fast Food by Category: Number of Transactions 2010-2015
  • Table 123 Forecast Sales in Fast Food by Category: Foodservice Value 2010-2015
  • Table 124 Forecast Sales in Fast Food by Category: % Units/Outlets Growth 2010-2015
  • Table 125 Forecast Sales in Fast Food by Category: % Transaction Growth 2010-2015
  • Table 126 Forecast Sales in Fast Food by Category: % Foodservice Value Growth 2010-2015

Full-Service Restaurants in Brazil - Category Analysis

HEADLINES

TRENDS

  • Despite a pioneering presence in chained North American full-service restaurants in the Brazilian market, TGI Friday’s closed its stores in 2010 after facing fierce competition from other multinationals. The company did not update fast enough to compete with important players such as Outback and Applebee’s Neighborhood Grill & Bar. Nonetheless, there are recent rumours that TGI Friday’s will return under a new format from the American head office.

COMPETITIVE LANDSCAPE

  • With a near 20% value share within chained full-service restaurants, Outback Steakhouse led sales in this category in 2010, having increased by approaching three percentage points over 2009. New outlets and rising prices of menu offerings explained such a positive performance. Also, the company plans to open new stores in 2011, but is concentrating on São Paulo State, with new investment of R$23 million.

PROSPECTS

  • The full-service restaurants environment is expected to grow almost 26% over 2010-2015 in constant value terms, driven by sales of the largest categories such as other full-service restaurants, Latin American full-service restaurants and Pizza full-service restaurants.

CATEGORY DATA

  • Table 127 Full-Service Restaurants by Category: Units/Outlets 2005-2010
  • Table 128 Full-Service Restaurants by Category: Number of Transactions 2005-2010
  • Table 129 Full-Service Restaurants by Category: Foodservice Value 2005-2010
  • Table 130 Full-Service Restaurants by Category: % Units/Outlets Growth 2005-2010
  • Table 131 Full-Service Restaurants by Category: % Transaction Growth 2005-2010
  • Table 132 Full-Service Restaurants by Category: % Foodservice Value Growth 2005-2010
  • Table 133 Global Brand Owner Shares of Chained Full-Service Restaurants 2006-2010
  • Table 134 Brand Shares of Chained Full-Service Restaurants 2007-2010
  • Table 135 Forecast Sales in Full-Service Restaurants by Category: Units/Outlets 2010-2015
  • Table 136 Forecast Sales in Full-Service Restaurants by Category: Number of Transactions 2010-2015
  • Table 137 Forecast Sales in Full-Service Restaurants by Category: Foodservice Value 2010-2015
  • Table 138 Forecast Sales in Full-Service Restaurants by Category: % Units/Outlets Growth 2010-2015
  • Table 139 Forecast Sales in Full-Service Restaurants by Category: % Transaction Growth 2010-2015
  • Table 140 Forecast Sales in Full-Service Restaurants by Category: % Foodservice Value Growth 2010-2015

Self-Service Cafeterias in Brazil - Category Analysis

HEADLINES

TRENDS

  • Self-service cafeterias, particularly kilo restaurants, which emphasise food by weight, remained a strong preference during lunchtime meals among Brazilian workers, mainly in standalone locations, due to affordable per-transaction prices of around R$12.00 in 2010.

COMPETITIVE LANDSCAPE

  • The self-services cafeterias environment is largely dominated by independent establishments, mainly in standalone locations, while a few chains are predominantly present in shopping malls. Within chained self-service cafeterias, Divino Fogão and Viena Express accounted for almost 90% of total sales in 2010. The former remains the nation’s largest per kilo franchise, with 83 outlets at the end of the review period.

PROSPECTS

  • Self-service cafeterias, in particular kilo buffet restaurants, should continue to perform very well over the forecast period, showing the highest value growth within the Brazilian consumer foodservice industry, with a CAGR of 10%. Such establishments will attract consumers not only for the concept in which they pay for food by weight, but also the wide variety of dishes, including non-greasy ones such as salads and vegetables on offer.

CATEGORY DATA

  • Table 141 Self-Service Cafeterias: Units/Outlets 2005-2010
  • Table 142 Self-Service Cafeterias: Number of Transactions 2005-2010
  • Table 143 Self-Service Cafeterias: Foodservice Value 2005-2010
  • Table 144 Self-Service Cafeterias: % Units/Outlets Growth 2005-2010
  • Table 145 Self-Service Cafeterias: % Transaction Growth 2005-2010
  • Table 146 Self-Service Cafeterias: % Foodservice Value Growth 2005-2010
  • Table 147 Global Brand Owner Shares of Chained Self-Service Cafeterias 2006-2010
  • Table 148 Brand Shares of Chained Self-Service Cafeterias 2007-2010
  • Table 149 Forecast Sales in Self-Service Cafeterias: Units/Outlets 2010-2015
  • Table 150 Forecast Sales in Self-Service Cafeterias: Number of Transactions 2010-2015
  • Table 151 Forecast Sales in Self-Service Cafeterias: Foodservice Value 2010-2015
  • Table 152 Forecast Sales in Self-Service Cafeterias: % Units/Outlets Growth 2010-2015
  • Table 153 Forecast Sales in Self-Service Cafeterias: % Transaction Growth 2010-2015
  • Table 154 Forecast Sales in Self-Service Cafeterias: % Foodservice Value Growth 2010-2015

Street Stalls/Kiosks in Brazil - Category Analysis

HEADLINES

TRENDS

  • Independent street stalls/kiosks accounted for the majority of sales within the category, reaching value share of 88% in 2010. This form of foodservice – particularly mobile kiosks – continues to inspire informality in the Brazilian market due to inefficient laws and unhindered by the possible irregularity of such stalls. Besides this, this type of business encourages entrepreneurship skills among hawlers thanks to low level of investments and risks. The main consumers are low-income groups which have grown accustomed to eating out at these locations near to major metropolitan business centres.

COMPETITIVE LANDSCAPE

  • McDonald’s Corp, InBev and Brazil Fast Food Corp were top chained operators in 2010 under their leading brands McDonald’s, Chopp Brahma and Bob’s, respectively, selling mainly ice cream both, in the case of McDonald’s and Bob’s and draught beer in the case of Chopp Brahma. In the year, McDonald’s saw an increase in value sales almost one percentage point in chained street stalls/kiosks, while the other two leaders saw a slight decrease compared with the previous year. The successful of McDonald’s ice cream kiosks is driven by its low price and popularity among middle-income groups.

PROSPECTS

  • Over the forecast period street stalls/kiosks will reach the second highest performance in value sales within the consumer foodservice industry in Brazil, with a constant value CAGR of 8%. Euromonitor International predicts that the category will grow consistently throughout the forecast period given the increasing purchasing power among low-income consumers, which is the main target niche for independent street stalls/kiosks. Despite the segment’s considerable contribution to elevate informality, consumption at these locations will probably prevail.

CATEGORY DATA

  • Table 155 Street Stalls/Kiosks: Units/Outlets 2005-2010
  • Table 156 Street Stalls/Kiosks: Number of Transactions 2005-2010
  • Table 157 Street Stalls/Kiosks: Foodservice Value 2005-2010
  • Table 158 Street Stalls/Kiosks: % Units/Outlets Growth 2005-2010
  • Table 159 Street Stalls/Kiosks: % Transaction Growth 2005-2010
  • Table 160 Street Stalls/Kiosks: % Foodservice Value Growth 2005-2010
  • Table 161 Global Brand Owner Shares of Chained Street Stalls/Kiosks 2006-2010
  • Table 162 Brand Shares of Chained Street Stalls/Kiosks 2007-2010
  • Table 163 Forecast Sales in Street Stalls/Kiosks: Units/Outlets 2010-2015
  • Table 164 Forecast Sales in Street Stalls/Kiosks: Number of Transactions 2010-2015
  • Table 165 Forecast Sales in Street Stalls/Kiosks: Foodservice Value 2010-2015
  • Table 166 Forecast Sales in Street Stalls/Kiosks: % Units/Outlets Growth 2010-2015
  • Table 167 Forecast Sales in Street Stalls/Kiosks: % Transaction Growth 2010-2015
  • Table 168 Forecast Sales in Street Stalls/Kiosks: % Foodservice Value Growth 2010-2015

Segmentation

Segmentation

This market research report includes the following:

  • Consumer Foodservice
    • Consumer Foodservice by Type
      • Chained Consumer Foodservice
      • Independent Consumer Foodservice
      • 100% Home Delivery/Takeaway
        • Chained 100% Home Delivery/Takeaway
        • Independent 100% Home Delivery/Takeaway
        • Pizza 100% Home Delivery/Takeaway
          • Chained Pizza 100% Home Delivery/Takeaway
          • Independent Pizza 100% Home Delivery/Takeaway
        • Other 100% Home Delivery/Takeaway
          • Chained Other 100% Home Delivery/Takeaway
          • Independent Other 100% Home Delivery/Takeaway
      • Cafés/Bars
        • Chained Cafés/Bars
        • Independent Cafés/Bars
        • Bars/Pubs
          • Chained Bars/Pubs
          • Independent Bars/Pubs
        • Cafés
          • Chained Cafés
          • Independent Cafés
        • Juice/Smoothie Bars
          • Chained Juice/Smoothie Bars
          • Independent Juice/Smoothie Bars
        • Specialist Coffee Shops
          • Chained Specialist Coffee Shops
          • Independent Specialist Coffee Shops
      • Full-Service Restaurants
        • Chained Full-Service Restaurants
        • Independent Full-Service Restaurants
        • Asian Full-Service Restaurants
          • Chained Asian Full-Service Restaurants
          • Independent Asian Full-Service Restaurants
        • European Full-Service Restaurants
          • Chained European Full-Service Restaurants
          • Independent European Full-Service Restaurants
        • Latin American Full-Service Restaurants
          • Chained Latin American Full-Service Restaurants
          • Independent Latin American Full-Service Restaurants
        • Middle Eastern Full-Service Restaurants
          • Chained Middle Eastern Full-Service Restaurants
          • Independent Middle Eastern Full-Service Restaurants
        • North American Full-Service Restaurants
          • Chained North American Full-Service Restaurants
          • Independent North American Full-Service Restaurants
        • Pizza Full-Service Restaurants
          • Chained Pizza Full-Service Restaurants
          • Independent Pizza Full-Service Restaurants
        • Other Full-Service Restaurants
          • Chained Other Full-Service Restaurants
          • Independent Other Full-Service Restaurants
        • Casual Dining Full-Service Restaurants
      • Fast Food
        • Chained Fast Food
        • Independent Fast Food
        • Asian Fast Food
          • Chained Asian Fast Food
          • Independent Asian Fast Food
        • Bakery Products Fast Food
          • Chained Bakery Products Fast Food
          • Independent Bakery Products Fast Food
        • Burger Fast Food
          • Chained Burger Fast Food
          • Independent Burger Fast Food
        • Chicken Fast Food
          • Chained Chicken Fast Food
          • Independent Chicken Fast Food
        • Convenience Stores Fast Food
          • Chained Convenience Stores Fast Food
          • Independent Convenience Stores Fast Food
        • Fish Fast Food
          • Chained Fish Fast Food
          • Independent Fish Fast Food
        • Ice Cream Fast Food
          • Chained Ice Cream Fast Food
          • Independent Ice Cream Fast Food
        • Latin American Fast Food
          • Chained Latin American Fast Food
          • Independent Latin American Fast Food
        • Middle Eastern Fast Food
          • Chained Middle Eastern Fast Food
          • Independent Middle Eastern Fast Food
        • Pizza Fast Food
          • Chained Pizza Fast Food
          • Independent Pizza Fast Food
        • Other Fast Food
          • Chained Other Fast Food
          • Independent Other Fast Food
        • Fast Casual Dining
      • Self-Service Cafeterias
        • Chained Self-Service Cafeterias
        • Independent Self-Service Cafeterias
      • Street Stalls/Kiosks
        • Chained Street Stalls/Kiosks
        • Independent Street Stalls/Kiosks
      • Pizza Consumer Foodservice
        • Chained Pizza Consumer Foodservice
          • Chained Pizza 100% Home Delivery/Takeaway
          • Chained Pizza Fast Food
          • Chained Pizza Full-Service Restaurants
        • Independent Pizza Consumer Foodservice
          • Independent Pizza 100% Home Delivery/Takeaway
          • Independent Pizza Fast Food
          • Independent Pizza Full-Service Restaurants
    • Consumer Foodservice by Location
      • Consumer Foodservice Through Standalone
        • 100% Home Delivery Through Standalone
        • Cafés/Bars Through Standalone
        • Fast Food Through Standalone
        • Full-Service Restaurants Through Standalone
        • Self-Service Cafeterias Through Standalone
        • Street Stalls/Kiosks Through Standalone
      • Consumer Foodservice Through Leisure
        • 100% Home Delivery Through Leisure
        • Cafés/Bars Through Leisure
        • Fast Food Through Leisure
        • Full-Service Restaurants Through Leisure
        • Self-Service Cafeterias Through Leisure
        • Street Stalls/Kiosks Through Leisure
      • Consumer Foodservice Through Retail
        • 100% Home Delivery Through Retail
        • Cafés/Bars Through Retail
        • Fast Food Through Retail
        • Full-Service Restaurants Through Retail
        • Self-Service Cafeterias Through Retail
        • Street Stalls/Kiosks Through Retail
      • Consumer Foodservice Through Lodging
        • 100% Home Delivery Through Lodging
        • Cafés/Bars Through Lodging
        • Fast Food Through Lodging
        • Full-Service Restaurants Through Lodging
        • Self-Service Cafeterias Through Lodging
        • Street Stalls/Kiosks Through Lodging
      • Consumer Foodservice Through Travel
        • 100% Home Delivery Through Travel
        • Cafés/Bars Through Travel
        • Fast Food Through Travel
        • Full-Service Restaurants Through Travel
        • Self-Service Cafeterias Through Travel
        • Street Stalls/Kiosks Through Travel

Statistics Included

Statistics Included

For each category and subcategory you will receive the following data in Excel format:

From Passport

  • Market sizes
  • Company shares
  • Brand shares
  • Analysis by type
  • Chained vs independent
  • Eat-in vs take-away sales
  • Food vs drink sales
  • Pricing
  • Sales by location

Market size details:

  • Foodservice value retail selling price % growth
  • Foodservice value retail selling price local currency, USD, EUR, GBP, CHF, JPY
  • Foodservice value retail selling price per capita local currency, USD, EUR, GBP, CHF, JPY
  • Foodservice value retail selling price real (constant 2008) prices % growth
  • Foodservice value retail selling price real (constant 2008) prices local currency, USD, EUR, GBP, CHF, JPY
  • Foodservice value retail selling price real (constant 2008) prices per capita local currency, USD, EUR, GBP, CHF, JPY
  • Units/outlets
  • Units/outlets % growth
  • Units/outlets per capita
  • Transactions
  • Transactions % growth
  • Transactions per capita
  • Foodservice value retail selling price nominal (current) prices % growth
  • Foodservice value retail selling price nominal (current) prices local currency, USD, EUR, GBP, CHF, JPY
  • Foodservice value retail selling price nominal (current) prices per capita local currency, USD, EUR, GBP, CHF, JPY

Methodology

Methodology

Global insight and local knowledge

With 40 years’ experience of developed and emerging markets, Euromonitor International’s research method is built on a unique combination of specialist industry knowledge and in-country research expertise.

This approach is what enables us to achieve our goal of building a market consensus view of size, shape and trends across the full distribution universe of each category. We factor in whichever channels are relevant, from large-scale grocery to direct sellers, from discount stores to local mom-and-pop outlets.

Industry specialists

Each industry we cover is managed by an Industry Manager and team of Industry Analysts who research and report on their specialist categories all year round.

Our collaborative approach to research means that these industry teams are in constant dialogue with industry players and opinion formers. The planning of our research programmes reflects latest market trends and industry events. In completing each update project, this provides invaluable input to the testing, review and finalisation of our data.

The specialist in-house teams bring together findings from all stages of the annual research process. They work closely with in-country analysts, assess and challenge data and exercise final editorial control over the publication of new data and analysis.

Country and regional analysts

Our in-country analyst network is managed by country and regional analysts in our offices around the world. Working closely with each in-country team, the regional research management team ensures that all country researchers are well schooled in best practices, from the information collected in store checks, to the dialogue we build in trade surveys. Our country analysts ensure that national reports explain the data trends and provide clear insights into the local market’s dynamics.

In-country research network

To deliver fresh insights every year in countries all around the world, we believe the strongest approach is to use analysts on the ground. They bring fluency in local language, physical proximity to the best sources, an ability to engage directly with local industry contacts, and an awareness of how the products and services we study are advertised, sold and consumed. These are essential parts of our ability to report incisively on these markets.

Research Methodology

Our research methods

Each Euromonitor International industry report is based on a core set of research techniques:

Desk research

With industry events, corporate activity, trends and new product introductions tracked year round by our industry team, desk research provides a starting point for the in-country research programme. Our in-country researchers will access the following sources:

  • National statistics offices governmental and official sources
  • National and international trade press
  • National and international trade associations
  • Industry study groups and other semi-official sources
  • Company financials and annual reports
  • Broker reports
  • Online databases
  • The financial, business and mainstream press

Accessing sources is only the first step. The ability to interpret and reconcile often conflicting information across multiple sources is a key aspect of the added value we provide.

Store checks

Store checks are an integral part of our methods for product industries. Carried out on the ground across a relevant mix of channels, the information gained provides first-hand insights into the products we are researching, specifically:

  • Place: We track products in all relevant channels, selective and mass, store and non-store
  • Product: What are innovations in products, pack sizes and formats?
  • Price: What are brand price variations across channels, how do private label’s prices compare to those of branded goods?
  • Promotion: What are marketing and merchandising trends, offers, discounts and tie-ins?

Findings are cross-referenced with brand share data analysis. The results, combined with the findings of desk research, provide a strong basis for identifying key areas of questioning to take forward into our trade survey.

Trade survey

Interaction with global players at corporate HQ and regional levels is complemented by unique local data and insights from our in-country trade surveys around the world. Through the high profile of the Euromonitor International brand, we are able to talk directly to a wide range of sources and therefore inform our analysis with the knowledge and opinions of the leading operators in the market.

Trade surveys allow us to:

  • Fill gaps in available published data per company
  • Generate a consensus view of the size, structure and strategic direction of the category
  • Access year-in-progress data where published sources are out of date
  • Evaluate the experts’ views on current trends and market developments

In building our composite industry view, we engage with a variety of personnel in key players at all points of the supply chain: materials suppliers, manufacturers, distributors, retailers and service operators. We also interview desk research sources: industry associations; study groups; and third party observers from the trade and financial press.

Our objective is to engage in conversation with trade sources in which we exchange ideas and views on the industry, sharing our work-in-progress findings on supply/demand dynamics and potential. This dialogue enhances both parties’ understanding of the local market. The scope and reach of our trade survey also serves to eliminate bias (intentional and unintentional) from any single source.

Company analysis

At a global level, our company research combines our mix of industry interaction and use of secondary sources such as annual accounts, broker reports, financial press and databases. From a data perspective, the aim is to build “top-down” estimates of major players’ total global and regional sales.

At a country level, in line with local reporting requirements, we access annual accounts, national-specific company databases and local company websites. These are all invaluable sources as we build a view of each domestic player’s size and position within very specific categories of the industry.

Forecasts

Data projections and future performance analysis are key elements of Euromonitor International’s market intelligence. Working with historic trends of 15 years or more, a key aspect of our trade survey is to engage industry insider views of the next five years. Will volumes maintain their historic trend? Will price increases or falls of recent years continue, accelerate or slow down? Will increasing demand for one product cannibalise sales of another?

Forecasts represent many of the essential conclusions we have reached about the current state of the market, how it works and how it behaves under different macro and micro conditions. Our written analysis will state the assumptions and the trade opinion behind whether our predictions are optimistic or pessimistic, so that clients can use our statistical forecasts with confidence.

Data validation

All data is subjected to an exhaustive review process, at country, regional and global levels.

The interpretation and review of sources and data inputs forms a central part of the collaboration between industry teams and country researchers. Numbers are delivered to regional and global offices with an audit trail of sources and calculations to allow for a thorough evaluation of data sense and integrity.

Upon completion of the country review phase, data is then reviewed on a comparative basis at regional and then at a global level. Comparative checks are carried out on per capita consumption and spending levels, growth rates, patterns of category and subcategory breakdowns and distribution of sales by channel. Top-down estimates are reviewed against bottom-up regional and global market and company sales totals.

Where marked differences are seen between proximate country markets or ones at similar developmental levels, supplementary research is conducted in the relevant countries to confirm and/or amend those findings. This process ensures international comparability across the database, that consistent category and subcategory definitions have been used and that all data has been correctly tested. We make sure that possible discrepancies between different published sources have been reconciled and that our interpretation of opinion and expectation from each country’s trade sources has been applied to form a coherent international pattern.

Market analysis

Another integral part of all our research programmes is that all Euromonitor International data is accompanied by clear written analysis. From a research perspective, this explains and substantiates data findings. From a client perspective, this offers unique insights into local consumption trends, routes to market, brand preferences, channel dynamics and future trends.

Our country level analysis also provides invaluable input into the ability of our central industry specialist teams to marry local insights with strategic conclusions on the direction of the market regionally and globally.

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