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Country Report

Consumer Foodservice in Romania

Nov 2011

Price: $1,900

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Overview

Discover the latest market trends and uncover sources of future market growth for the Consumer Foodservice industry in Romania 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 Romania, 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 Romania for free:

The Consumer Foodservice in Romania 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 Romania?
  • What are the major brands in Romania?
  • 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

Consumer foodservice declines in 2010

Years 2009 and 2010 witnessed a poor performance of consumer foodservice, due to loss of purchasing power of the population but also to the rapid switch of Romanians from being the most optimistic Europeans in 2008 to the most pessimistic in 2010. Loss of confidence in a swift future recovery had a negative impact on consumption. Painful steps taken by the government to reduce the deficit including reduction of all salaries in the budgetary system by 25% and an increase in the VAT by five percentage points in 2010 also effectively reduced purchasing power to further weaken performance of consumer foodservice as a whole.

Poor performance driven by the economic recession

The economic recession was the main reason for the decline of consumer foodservice in 2010. Reduction of incomes came naturally as result of the austerity measures taken by the government in order to reduce the deficit, impacting on the incomes of employees in the public system as well as in private companies, both categories having to cope with higher taxes and a changing attitudes towards consumption resulting in more focus on saving and caution regarding the future. The effect of the recession on purchasing power resulted in a reduction in dining out and an increase in dining at home, with negative effects especially on price per transaction and number of outlets.

McDonald’s Romania dominates sales in 2010

Chained operators continued to account for a small proportion within total outlets in 2010 but they proved to be more successful despite the poor economic conditions. Multinationals accounted for the majority of chains but their presence remained limited to Bucharest and other larger cities with significant economic activity. In this context, McDonald’s Romania was the leading player in value terms, relying on nationwide presence and strong recognition. On the other hand, the reduction of incomes contributed to the good performance of Fornetti, which led in number of outlets and transactions due to its undisputable domination of street stalls/kiosks.

Negative performance for dominate independents

Consumer foodservice remained highly fragmented in 2010, with many small outlets operated by a family business. These small outlets were a familiar presence in smaller cities and villages and consisted mainly of small restaurants, bars and kiosks. The small outlets retained also supremacy in Bucharest and large cities but their share registered a decline to the advantage of chains, which gained recognition through advertising, promotions, word of mouth and strong presence in the food courts of large retailers and shopping malls. Chained fast food and street stalls/kiosks were the most visible, but traditional full-service restaurants and cafés also moved rapidly to achieve strong exposure and important recognition from urban consumers.

Economic recovery will stimulate forecast period growth

Reduced purchasing power will be the main consequence of the economic downturn, with a growing number of Romanians losing confidence in the anti-crisis actions of the government. The effect of the crisis will be seen until the end of the forecast period, when Romanians hope to enjoy higher incomes that could drive bigger expenditure for leisure and tourism. Less affected by the crisis, the population in Bucharest and large cities will continue to change their lifestyle towards the increasing acceptance of concepts such as 100% home delivery/takeaway, specialist coffee shops and foreign cuisine full-service restaurants but will continue to rely heavily on fast food, launched and developed by multinationals and chained operators.

Table of Contents

Table of Contents

Consumer Foodservice in Romania - Industry Overview

EXECUTIVE SUMMARY

Consumer foodservice declines in 2010

Poor performance driven by the economic recession

McDonald’s Romania dominates sales in 2010

Negative performance for dominate independents

Economic recovery will stimulate forecast period growth

KEY TRENDS AND DEVELOPMENTS

Recession affects purchasing power of the population

Diminished tourism and travel affects consumer foodservice

Tandem food courts – large retailers continue to expand

Franchising is the main expansion tool for chains

Bans on smoking in public places impacts consumer foodservice

Foodservice in rural areas has potential

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

  • Table 12 Consumer Expenditure on Consumer Foodservice 2003-2008
  • Table 13 Companies in Service to Population –Restaurants, Bars, Canteens, Others 2003-2008

DEFINITIONS

  • Summary 1 Research Sources

Consumer Foodservice in Romania - Company Profiles

Fornetti Romania SRL in Consumer Foodservice (Romania)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

SUPPLIERS

COMPETITIVE POSITIONING

  • Summary 4 Fornetti Romania SRL: Competitive Position 2010

Gregory's Romania SA in Consumer Foodservice (Romania)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

SUPPLIERS

COMPETITIVE POSITIONING

  • Summary 7 Gregory’s Romania SA: Competitive Position 2010

Snack Attack SRL in Consumer Foodservice (Romania)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

SUPPLIERS

COMPETITIVE POSITIONING

  • Summary 10 Snack Attack SRL: Competitive Position 2010

Trotter Prim SRL in Consumer Foodservice (Romania)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

SUPPLIERS

COMPETITIVE POSITIONING

  • Summary 13 Trotter prim SRL: Competitive Position 2010

Trotter Restaurant SRL in Consumer Foodservice (Romania)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

SUPPLIERS

COMPETITIVE POSITIONING

  • Summary 16 Trotter Restaurant SRL: Competitive Position 2010

Turabo Grup SRL in Consumer Foodservice (Romania)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

SUPPLIERS

COMPETITIVE POSITIONING

  • Summary 19 Turabo Grup SRL: Competitive Position 2010

100% Home Delivery/Takeaway in Romania - Category Analysis

HEADLINES

TRENDS

  • Year 2010 continued to witness the negative effects of the financial crisis from 2009, which showed a deep recession. The austerity measures taken by the government at mid 2010 resulted in the reduction of available incomes, especially for the public and office employees who were the main consumers of 100% delivery food. The more intense economic life, and consequently higher available incomes, was characteristic mainly for Bucharest and a few large cities, which limited the development of 100% home delivery/takeaway to these areas. However, the reduction of economic activity had consequences on incomes and busy working hours of office employees, who prefer to leave the office during the lunch breaks and frequent mainly self-service cafeterias or fast foods.

COMPETITIVE LANDSCAPE

  • The most active player Jerry’s Pizza was the best performer in 2010, operating the same number of outlets as Four Star Pizza but benefiting from better word of mouth and customer loyalty. Its strategy consists of the establishment of outlets in the most developed areas of Bucharest. These are operated by three distinct companies: Jerry’s Pizza Est, Jerry’s Pizza Nord and Jerry’s Pizza Vest, coming closer to the customers with fast order processing and delivery.

PROSPECTS

  • 100% home delivery/takeaway is forecast to record good growth rates over the forecast period. The first years 2011-2012 are not expected to show significant recovery because of the austerity programs imposed by the government in 2010, which mainly affects public employees and pensioners, but the estimated recovery can become a support for the dynamics of 100% home delivery/takeaway. Weekends will continue to show diminished activity for 100% home delivery/take away as people will return to home cooking due to adverse economic conditions. In these conditions, most of the companies involved in 100% home delivery/takeaway will have to close activity on Sunday and reduce opening hours on Saturday.

CATEGORY DATA

  • Table 14 100% Home Delivery/Takeaway by Category: Units/Outlets 2005-2010
  • Table 15 100% Home Delivery/Takeaway by Category: Number of Transactions 2005-2010
  • Table 16 100% Home Delivery/Takeaway by Category: Foodservice Value 2005-2010
  • Table 17 100% Home Delivery/Takeaway by Category: % Units/Outlets Growth 2005-2010
  • Table 18 100% Home Delivery/Takeaway by Category: % Transaction Growth 2005-2010
  • Table 19 100% Home Delivery/Takeaway by Category: % Foodservice Value Growth 2005-2010
  • Table 20 Global Brand Owner Shares of Chained 100% Home Delivery/Takeaway 2006-2010
  • Table 21 Brand Shares of Chained 100% Home Delivery/Takeaway 2007-2010
  • Table 22 Forecast Sales in 100% Home Delivery/Takeaway by Category: Units/Outlets 2010-2015
  • Table 23 Forecast Sales in 100% Home Delivery/Takeaway by Category: Number of Transactions 2010-2015
  • Table 24 Forecast Sales in 100% Home Delivery/Takeaway by Category: Foodservice Value 2010-2015
  • Table 25 Forecast Sales in 100% Home Delivery/Takeaway by Category: % Units/Outlets Growth 2010-2015
  • Table 26 Forecast Sales in 100% Home Delivery/Takeaway by Category: % Transaction Growth 2010-2015
  • Table 27 Forecast Sales in 100% Home Delivery/Takeaway by Category: % Foodservice Value Growth 2010-2015

Cafés/Bars in Romania - Category Analysis

HEADLINES

TRENDS

  • Cafés/bars was negatively impacted by recession again in 2010, after suffering from greatly reduced attendance in the previous year. This situation was mainly obvious in small cities and rural areas but also in large cities, where small bars retained interest only for consumption of alcoholic drinks whilst consumption of coffee remained in most of cases a completion to the drinks. Meanwhile, in Bucharest and other large cities, upscale cafés were increasingly frequented by young professionals, who consider that coffee is an important means for discussions and meeting friends and whose lifestyles were less affected by the crisis.

COMPETITIVE LANDSCAPE

  • Bet Arena Café can be considered as the indisputable leading brand in 2010, after the investment made in this new concept by Dinu Patriciu, considered by Forbes as the wealthiest Romanian. The fact that the chain was already operating 140 outlets at the end of 2010 made it the indisputable leader also for transactions and value sales although transactions and value sales per outlet remained under the figures of other chains.

PROSPECTS

  • The effect of the crisis and austerity measures taken in 2010 on Romanian purchasing power led to slower growth rates for cafés/bars over the review period as a whole. Now that Romania has come through the recession and is expected to witness economic growth starting in 2011, the constant value CAGR of cafés/bars over the forecast period is expected to be higher than the constant value CAGR of the review period, up by 8% compared to the -1% constant value CAGR registered for the review period. The main support should come from chained cafés/bars, supported by high-income young people, who were less affected by the crisis. Leisure will be the main attraction for Romanians when the effects of the economic recovery become noticeable, as Romanians learned during the crisis to be cautious about taking out loans and making high expenditures for the purchase of durable goods and dwellings.

CATEGORY DATA

  • Table 28 Cafés/Bars by Category: Units/Outlets 2005-2010
  • Table 29 Cafés/Bars by Category: Number of Transactions 2005-2010
  • Table 30 Cafés/Bars by Category: Foodservice Value 2005-2010
  • Table 31 Cafés/Bars by Category: % Units/Outlets Growth 2005-2010
  • Table 32 Cafés/Bars by Category: % Transaction Growth 2005-2010
  • Table 33 Cafés/Bars by Category: % Foodservice Value Growth 2005-2010
  • Table 34 Global Brand Owner Shares of Chained Cafés/Bars 2006-2010
  • Table 35 Brand Shares of Chained Cafés/Bars 2007-2010
  • Table 36 Forecast Sales in Cafés/Bars by Category: Units/Outlets 2010-2015
  • Table 37 Forecast Sales in Cafés/Bars by Category: Number of Transactions 2010-2015
  • Table 38 Forecast Sales in Cafés/Bars by Category: Foodservice Value 2010-2015
  • Table 39 Forecast Sales in Cafés/Bars by Category: % Units/Outlets Growth 2010-2015
  • Table 40 Forecast Sales in Cafés/Bars by Category: % Transaction Growth 2010-2015
  • Table 41 Forecast Sales in Cafés/Bars by Category: % Foodservice Value Growth 2010-2015

Consumer Foodservice by Location in Romania - Category Analysis

HEADLINES

TRENDS

  • Reduced purchasing power in 2010 due to the austerity measures and the negative effects of the economic crisis did not impact too strongly on the lifestyle and consumption habits of Romanians, but was noticeable in the dynamics of the outlets, transactions and foodservice value sales. Whilst the number of outlets and transactions registered only small declines as consumers could not entirely renounce eating out, value sales suffered more in constant terms as the same consumers had to adapt to the reduction of incomes and paid less per transaction. According to the new lifestyle dictated by the large retailers, Romanians in large cities remained dedicated to weekend shopping, thus creating a trend for switching from stand-alone outlets to retail outlets. The interest in tourism and leisure also remained significant during weekends.

COMPETITIVE LANDSCAPE

  • Independent outlets continued to retain the majority of sales in lodging and leisure whilst retail and travel relied on chains like McDonald’s, KFC, Burger King, Spring Time, expanding together with retail chains. Viva and Hei remained the most important in travel, pegged to OMV and PetromV and Rompetrol gas stations, respectively. Domestic chains active in full-service restaurants such as La Mama, City Grill, Pizzeria Bella Italia and Spring Time in fast food developed through stand-alone locations, the same as for City Café, Tempo Café and Turabo Café. Specialist coffee shops, dominated by Starbucks and Gloria Jean’s, have developed through retail. Turabo increased its location areas and entered also in retail whilst Tempo Café was linked to the expansion of Spring Time fast food in retail locations.

PROSPECTS

  • The recession can be considered as ended, according to the statements of the government, but the effects of the economic crisis will continue to impact purchasing power in 2011 and onwards. However, the urban population is expected to suffer more than the rural population, which continued to rely on a traditional lifestyle during the crisis but is expected to become busier in terms of shopping in the neighbour cities whilst tourism activity will remain limited due to lower incomes.. Weekends will be less active and the focus will remain on shopping and less on weekend tourism and leisure, which means that the city population will be in search of entertainment but at lower costs.

CATEGORY DATA

  • Table 42 Consumer Foodservice Sales by Location: Units/Outlets 2005-2010
  • Table 43 Consumer Foodservice Sales by Location: Number of Transactions 2005-2010
  • Table 44 Consumer Foodservice Sales by Location: Foodservice Value 2005-2010
  • Table 45 Consumer Foodservice Sales by Location: % Units/Outlets Growth 2005-2010
  • Table 46 Consumer Foodservice Sales by Location: % Transaction Growth 2005-2010
  • Table 47 Consumer Foodservice Sales by Location: % Foodservice Value Growth 2005-2010
  • Table 48 Consumer Foodservice Sales through Standalone: Units/Outlets 2005-2010
  • Table 49 Consumer Foodservice Sales through Standalone: Number of Transactions 2005-2010
  • Table 50 Consumer Foodservice Sales through Standalone: Foodservice Value 2005-2010
  • Table 51 Consumer Foodservice Sales through Standalone: % Units/Outlets Growth 2005-2010
  • Table 52 Consumer Foodservice Sales through Standalone: % Transaction Growth 2005-2010
  • Table 53 Consumer Foodservice Sales through Standalone: % Foodservice Value Growth 2005-2010
  • Table 54 Consumer Foodservice Sales through Leisure: Units/Outlets 2005-2010
  • Table 55 Consumer Foodservice Sales through Leisure: Number of Transactions 2005-2010
  • Table 56 Consumer Foodservice Sales through Leisure: Foodservice Value 2005-2010
  • Table 57 Consumer Foodservice Sales through Leisure: % Units/Outlets Growth 2005-2010
  • Table 58 Consumer Foodservice Sales through Leisure: % Transaction Growth 2005-2010
  • Table 59 Consumer Foodservice Sales through Leisure: % Foodservice Value Growth 2005-2010
  • Table 60 Consumer Foodservice Sales through Retail: Units/Outlets 2005-2010
  • Table 61 Consumer Foodservice Sales through Retail: Number of Transactions 2005-2010
  • Table 62 Consumer Foodservice Sales through Retail: Foodservice Value 2005-2010
  • Table 63 Consumer Foodservice Sales through Retail: % Units/Outlets Growth 2005-2010
  • Table 64 Consumer Foodservice Sales through Retail: % Transaction Growth 2005-2010
  • Table 65 Consumer Foodservice Sales through Retail: % Foodservice Value Growth 2005-2010
  • Table 66 Consumer Foodservice Sales through Lodging: Units/Outlets 2005-2010
  • Table 67 Consumer Foodservice Sales through Lodging: Number of Transactions 2005-2010
  • Table 68 Consumer Foodservice Sales through Lodging: Foodservice Value 2005-2010
  • Table 69 Consumer Foodservice Sales through Lodging: % Units/Outlets Growth 2005-2010
  • Table 70 Consumer Foodservice Sales through Lodging: % Transaction Growth 2005-2010
  • Table 71 Consumer Foodservice Sales through Lodging: % Foodservice Value Growth 2005-2010
  • Table 72 Consumer Foodservice Sales through Travel: Units/Outlets 2005-2010
  • Table 73 Consumer Foodservice Sales through Travel: Number of Transactions 2005-2010
  • Table 74 Consumer Foodservice Sales through Travel: Foodservice Value 2005-2010
  • Table 75 Consumer Foodservice Sales through Travel: % Units/Outlets Growth 2005-2010
  • Table 76 Consumer Foodservice Sales through Travel: % Transaction Growth 2005-2010
  • Table 77 Consumer Foodservice Sales through Travel: % Foodservice Value Growth 2005-2010
  • Table 78 Forecast Consumer Foodservice Sales by Location: Units/Outlets 2010-2015
  • Table 79 Forecast Consumer Foodservice Sales by Location: Number of Transactions 2010-2015
  • Table 80 Forecast Consumer Foodservice Sales by Location: Foodservice Value 2010-2015
  • Table 81 Forecast Consumer Foodservice Sales by Location: % Units/Outlets Growth 2010-2015
  • Table 82 Forecast Consumer Foodservice Sales by Location: % Transaction Growth 2010-2015
  • Table 83 Forecast Consumer Foodservice Sales by Location: % Foodservice Value Growth 2010-2015
  • Table 84 Forecast Consumer Foodservice Sales through Standalone: Units/Outlets 2010-2015
  • Table 85 Forecast Consumer Foodservice Sales through Standalone: Number of Transactions 2010-2015
  • Table 86 Forecast Consumer Foodservice Sales through Standalone: Foodservice Value 2010-2015
  • Table 87 Forecast Consumer Foodservice Sales through Standalone: % Units/Outlets Growth 2010-2015
  • Table 88 Forecast Consumer Foodservice Sales through Standalone: % Transaction Growth 2010-2015
  • Table 89 Forecast Consumer Foodservice Sales through Standalone: % Foodservice Value Growth 2010-2015
  • Table 90 Forecast Consumer Foodservice Sales through Leisure: Units/Outlets 2010-2015
  • Table 91 Forecast Consumer Foodservice Sales through Leisure: Number of Transactions 2010-2015
  • Table 92 Forecast Consumer Foodservice Sales through Leisure: Foodservice Value 2010-2015
  • Table 93 Forecast Consumer Foodservice Sales through Leisure: % Units/Outlets Growth 2010-2015
  • Table 94 Forecast Consumer Foodservice Sales through Leisure: % Transaction Growth 2010-2015
  • Table 95 Forecast Consumer Foodservice Sales through Leisure: % Foodservice Value Growth 2010-2015
  • Table 96 Forecast Consumer Foodservice Sales through Retail: Units/Outlets 2010-2015
  • Table 97 Forecast Consumer Foodservice Sales through Retail: Number of Transactions 2010-2015
  • Table 98 Forecast Consumer Foodservice Sales through Retail: Number of Transactions 2010-2015
  • Table 99 Forecast Consumer Foodservice Sales through Retail: Foodservice Value 2010-2015
  • Table 100 Forecast Consumer Foodservice Sales through Retail: % Units/Outlets Growth 2010-2015
  • Table 101 Forecast Consumer Foodservice Sales through Retail: % Transaction Growth 2010-2015
  • Table 102 Forecast Consumer Foodservice Sales through Retail: % Foodservice Value Growth 2010-2015
  • Table 103 Forecast Consumer Foodservice Sales through Lodging: Units/Outlets 2010-2015
  • Table 104 Forecast Consumer Foodservice Sales through Lodging: Number of Transactions 2010-2015
  • Table 105 Forecast Consumer Foodservice Sales through Lodging: Foodservice Value 2010-2015
  • Table 106 Forecast Consumer Foodservice Sales through Lodging: % Units/Outlets Growth 2010-2015
  • Table 107 Forecast Consumer Foodservice Sales through Lodging: % Transaction Growth 2010-2015
  • Table 108 Forecast Consumer Foodservice Sales through Lodging: % Foodservice Value Growth 2010-2015
  • Table 109 Forecast Consumer Foodservice Sales through Travel: Units/Outlets 2010-2015
  • Table 110 Forecast Consumer Foodservice Sales through Travel: Number of Transactions 2010-2015
  • Table 111 Forecast Consumer Foodservice Sales through Travel: Foodservice Value 2010-2015
  • Table 112 Forecast Consumer Foodservice Sales through Travel: % Units/Outlets Growth 2010-2015
  • Table 113 Forecast Consumer Foodservice Sales through Travel: % Transaction Growth 2010-2015
  • Table 114 Forecast Consumer Foodservice Sales through Travel: % Foodservice Value Growth 2010-2015

Fast Food in Romania - Category Analysis

HEADLINES

TRENDS

  • Fast food is seen as a beneficiary of the negative effects of the recession when compared to other consumer foodservice categories. In fact, one of the main effects of the recession in 2010 was the loss of purchasing power. On the other hand, the expansion of shopping malls and hypermarkets led to the change of Romanian purchasing habits and lifestyles. Shopping in modern retailing was transformed by Romanians into a leisure experience, with an important impact on the growth of foodservice activity, increasingly popular after the shopping was over. Despite the impact of the crisis on the economy, Romanians remained attached to doing weekend shopping in the large retailers, which represented an advantage for fast food chains that normally track the large retailers. It can be said that chains in fact have decided the evolution of fast food as they account for the larger share in terms of value sales and transactions when compared to the number of outlets.

COMPETITIVE LANDSCAPE

  • McDonald’s had the largest value share by far in fast food in 2010, with the company concentrating more on modernising its existing outlets than opening new outlets. In fact, year 2010 witnessed the opening of only three new outlets and has succeeded in being present in 21 cities across the country. In fact the expansion tracks mainly the opening of new shopping malls or hypermarkets galleries with food courts whilst the modernisation is focused on stand-alone locations.

PROSPECTS

  • The presence of large chains and changes in lifestyle are forecast to have the strongest impact on fast food. The busy life in Bucharest and other large cities with strong economic activity are expected to sustain the good growth of fast food over the forecast period. Independent outlets, which are predicted to comprise the majority, will be affected by the slow economic recovery and the diminished purchasing but the fact that they generally target lower-income consumers in the country will reduce the impact, although it will not encourage a significant opening of new outlets. Chains will be the winners of the crisis because they rely on strong brand recognition and Romanians with lower incomes will increase the frequency of patronising the chains at the expense of full-service restaurants due to the perception of fast food as providing cheaper leisure and entertainment after shopping or during weekends.

CATEGORY DATA

  • Table 115 Fast Food by Category: Units/Outlets 2005-2010
  • Table 116 Fast Food by Category: Number of Transactions 2005-2010
  • Table 117 Fast Food by Category: Foodservice Value 2005-2010
  • Table 118 Fast Food by Category: % Units/Outlets Growth 2005-2010
  • Table 119 Fast Food by Category: % Transaction Growth 2005-2010
  • Table 120 Fast Food by Category: % Foodservice Value Growth 2005-2010
  • Table 121 Sales of Bakery Products Fast Food by Type 2007-2010
  • Table 122 Global Brand Owner Shares of Chained Fast Food 2006-2010
  • Table 123 Brand Shares of Chained Fast Food 2007-2010
  • Table 124 Forecast Sales in Fast Food by Category: Units/Outlets 2010-2015
  • Table 125 Forecast Sales in Fast Food by Category: Number of Transactions 2010-2015
  • Table 126 Forecast Sales in Fast Food by Category: Foodservice Value 2010-2015
  • Table 127 Forecast Sales in Fast Food by Category: % Units/Outlets Growth 2010-2015
  • Table 128 Forecast Sales in Fast Food by Category: % Transaction Growth 2010-2015
  • Table 129 Forecast Sales in Fast Food by Category: % Foodservice Value Growth 2010-2015

Full-Service Restaurants in Romania - Category Analysis

HEADLINES

TRENDS

  • The performance of full-service restaurants in 2010 was strongly affected by the crisis and the austerity measures which had as main effects the reduction of purchasing power, with impact on the frequency of attendance at full-service restaurants. On the other hand, the strong improvement of purchasing power during the period 2006-2008 had an important impact on Romanians’ lifestyles as more money was available for leisure and dining out. Consequently, there was a noticeable trend towards increased sophistication of the outlets, especially as eating out also increasingly became an important part of daily business activity and full-service restaurants represented the destination sought by business people and professionals for a business lunch. In this situation, Bucharest and a few large cities drove the performance of full-service restaurants, benefiting from higher comparative incomes and concentrating almost totally the business tourism due to a more intense economic activity.

COMPETITIVE LANDSCAPE

  • Pizza Hut retained leadership of full-service restaurants in 2010 in value terms and ranked amongst the top three leaders also in terms of transactions and number of outlets. It accounted for an early presence and a strong development in large cities with good locations in downtown areas and shopping malls. It benefits from the perception of being an excellent place to eat out and entertain. Meanwhile, OMV Viva (Viva) and Hei, operated by OMV Romania Mineraloel and Rompetrol Holding, the largest domestic producers of gas and attached to the largest gas station chains Petrom and Rompetrol, outperformed by far the rest of the chains in terms of outlets and transactions. Organised as full-service restaurants, Viva and Hei restaurants benefit from a strong attendance for 24 hours due to increasing road travel and transportation.

PROSPECTS

  • Improved purchasing power during the booming period 2006-2008 supported changes in lifestyle, which will continue to show effects over the forecast period despite the adverse economic conditions. The recovery of the purchasing power is expected to leave more money in the pockets of Romanians, especially as the demand for dwellings and durable goods will continue to decrease. As a consequence, the surplus of cash will be directed to saving but also to leisure and tourism, with positive impact on full-service restaurants. This is projected to lead to higher expenditure per transaction and a growing number of sophisticated outlets. Additionally, full-service restaurants will continue to be preferred by tourists, domestic and foreign, both for leisure and for business.

CATEGORY DATA

  • Table 130 Full-Service Restaurants by Category: Units/Outlets 2005-2010
  • Table 131 Full-Service Restaurants by Category: Number of Transactions 2005-2010
  • Table 132 Full-Service Restaurants by Category: Foodservice Value 2005-2010
  • Table 133 Full-Service Restaurants by Category: % Units/Outlets Growth 2005-2010
  • Table 134 Full-Service Restaurants by Category: % Transaction Growth 2005-2010
  • Table 135 Full-Service Restaurants by Category: % Foodservice Value Growth 2005-2010
  • Table 136 Global Brand Owner Shares of Chained Full-Service Restaurants 2006-2010
  • Table 137 Brand Shares of Chained Full-Service Restaurants 2007-2010
  • Table 138 Forecast Sales in Full-Service Restaurants by Category: Units/Outlets 2010-2015
  • Table 139 Forecast Sales in Full-Service Restaurants by Category: Number of Transactions 2010-2015
  • Table 140 Forecast Sales in Full-Service Restaurants by Category: Foodservice Value 2010-2015
  • Table 141 Forecast Sales in Full-Service Restaurants by Category: % Units/Outlets Growth 2010-2015
  • Table 142 Forecast Sales in Full-Service Restaurants by Category: % Transaction Growth 2010-2015
  • Table 143 Forecast Sales in Full-Service Restaurants by Category: % Foodservice Value Growth 2010-2015

Self-Service Cafeterias in Romania - Category Analysis

HEADLINES

TRENDS

  • Though popular during communism, self-service cafeterias remained history for years. However, they have started to show a contribution in foodservice due to the activity that occurs during 2-3 months every year in crowded summer seaside resorts that are closed the rest of the year. The fact that this outlet type needs a minimal number of consumers to break even makes it operational in downtown and other office areas. The negative effects of the recession on available incomes and the search of cheaper cooked food, served rapidly, has contributed to the increasing success of self-service cafeterias in large cities as well as in the holiday resorts.

COMPETITIVE LANDSCAPE

  • IKEA was the leading brand in 2010. Launched in 2007, together with the IKEA store, it is located in an excellent place for entertainment after shopping. Its location in the affluent northern area of Bucharest, developed in the last years as an exclusive neighbourhood as well as a strong office area, has enabled the outlet to perform excellently also during the week, when it is patronised at lunch by office employees and in the evening by the lodgers of the area.

PROSPECTS

  • Seasonal activity will likely continue to be the most prominent face of self-service cafeterias and summer resorts are expected to continue almost totally representing this business. Meanwhile, fashionable outlets in the downtowns of Bucharest and large cities could lead to good performance of self-service cafeterias over the forecast period.

CATEGORY DATA

  • Table 144 Self-Service Cafeterias: Units/Outlets 2005-2010
  • Table 145 Self-Service Cafeterias: Number of Transactions 2005-2010
  • Table 146 Self-Service Cafeterias: Foodservice Value 2005-2010
  • Table 147 Self-Service Cafeterias: % Units/Outlets Growth 2005-2010
  • Table 148 Self-Service Cafeterias: % Transaction Growth 2005-2010
  • Table 149 Self-Service Cafeterias: % Foodservice Value Growth 2005-2010
  • Table 150 Global Brand Owner Shares of Chained Self-Service Cafeterias 2006-2010
  • Table 151 Brand Shares of Chained Self-Service Cafeterias 2007-2010
  • Table 152 Forecast Sales in Self-Service Cafeterias: Units/Outlets 2010-2015
  • Table 153 Forecast Sales in Self-Service Cafeterias: Number of Transactions 2010-2015
  • Table 154 Forecast Sales in Self-Service Cafeterias: Foodservice Value 2010-2015
  • Table 155 Forecast Sales in Self-Service Cafeterias: % Units/Outlets Growth 2010-2015
  • Table 156 Forecast Sales in Self-Service Cafeterias: % Transaction Growth 2010-2015
  • Table 157 Forecast Sales in Self-Service Cafeterias: % Foodservice Value Growth 2010-2015

Street Stalls/Kiosks in Romania - Category Analysis

HEADLINES

TRENDS

  • The still positive growth rates in 2010 for transactions and value sales of street stalls/kiosks at the national level was the result of the continuous preference of Romanians for pastries and pies sold fresh and eaten on the go or at home. The convenience of kiosks can be translated into their being highly available places to buy cheaper, fresh bakery products and this perception has not changed for decades. The popularity of kiosks remained practically unaltered in 2010, despite the negative effects of the economic crisis on the incomes of the majority of the population. The decline of the number of outlets was the consequence of the closure of such small businesses in small cities and the countryside.

COMPETITIVE LANDSCAPE

  • Fornetti was by far the indisputable leading brand in 2010. It was also the largest franchised business in Romania in terms of opened outlets. It continued its expansion by its own investment and by franchising. On the other hand, the main domestic chains, Gogoasa Infuriata, Gogoasa Yami, Auguri and Fitosica, developed first through their own investment which was followed by franchising the concept. Nevertheless, even with franchising, they ranked far behind Fornetti.

PROSPECTS

  • The negative effects of the recession are estimated to have positive impact on kiosks in 2011, after purchasing power registered a significant drop, and especially after the decision of the government to reduce the salaries for public employees by 25% and the pensions by 15%. In fact, for the low-incomes segments of the population, kiosks are perceived as providing good food at affordable prices and rapid service. The price for a complete meal can be considered lower than similar offerings in a fast food or full-service restaurant.

CATEGORY DATA

  • Table 158 Street Stalls/Kiosks: Units/Outlets 2005-2010
  • Table 159 Street Stalls/Kiosks: Number of Transactions 2005-2010
  • Table 160 Street Stalls/Kiosks: Foodservice Value 2005-2010
  • Table 161 Street Stalls/Kiosks: % Units/Outlets Growth 2005-2010
  • Table 162 Street Stalls/Kiosks: % Transaction Growth 2005-2010
  • Table 163 Street Stalls/Kiosks: % Foodservice Value Growth 2005-2010
  • Table 164 Global Brand Owner Shares of Chained Street Stalls/Kiosks 2006-2010
  • Table 165 Brand Shares of Chained Street Stalls/Kiosks 2007-2010
  • Table 166 Forecast Sales in Street Stalls/Kiosks: Units/Outlets 2010-2015
  • Table 167 Forecast Sales in Street Stalls/Kiosks: Number of Transactions 2010-2015
  • Table 168 Forecast Sales in Street Stalls/Kiosks: Foodservice Value 2010-2015
  • Table 169 Forecast Sales in Street Stalls/Kiosks: % Units/Outlets Growth 2010-2015
  • Table 170 Forecast Sales in Street Stalls/Kiosks: % Transaction Growth 2010-2015
  • Table 171 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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