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Country Report

Consumer Foodservice in the US

Aug 2011

Price: $1,900

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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 USA 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 USA, 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 USA for free:

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

Foodservice spending recovers with economy, slowly

During the recession, the consumer foodservice industry was hit particularly hard, with a great number of consumers choosing to eat at home rather than spend money to eat out. The American economy has now officially left recession, but high unemployment continues to linger and consumer confidence remains suppressed. Nonetheless, consumers are beginning to eat out more than in 2008 or 2009, but are generally opting for less expensive restaurants. As a result, full-service restaurants have continued to struggle, while most other categories have begun to recover.

Consistent value pricing lures consumers

Consumer foodservice operators have responded to consumer pressures by offering a variety of value-priced items on their menus. While limited-time discounts and promotions continue, it is becoming more common for restaurants, particularly fast food restaurants, to offer standardised value menus so that customers will be drawn by the promise of reliable value offerings, even if they do not choose those items. Likewise, full-service restaurants have begun offering deals that combine two entrées and an appetiser or dessert for a low price, hoping to boost guest counts.

Healthy menu items become more important as threat of legislation, consumer demand loom

With growing concerns about an “obesity epidemic” in the US, consumer foodservice operators are increasingly concerned about the perception of health in their menu offerings. Likewise, many government officials, worried about skyrocketing healthcare costs associated with obesity and poor nutrition choices among consumers, consider implementing legislation on menu labelling. Many restaurants are attempting to get ahead of these possible moves by making more nutritional information available and by offering healthy alternatives to common menu items. In addition, some companies are attempting to benefit from health concerns by presenting testimonials from customers who have lost weight by eating at their restaurant. As health concerns grow, restaurants will continue to take a hard look at the nutritional value of the items they offer.

Major brand sales coming

Consumer foodservice companies are more frequently examining their brands, looking for ways to streamline their portfolios. As a result, several large brands are up for sale. Wendy’s/Arby’s Group has announced that it will be selling its Arby’s restaurant brand, and Yum! Brands Inc has announced that it is looking for strategic options for its Long John Silver’s and A&W concepts. Given the difficulties that many publicly-traded foodservice companies have experienced through the recession, it is unlikely that many will be willing to take on the challenge of turning around low-performing restaurants. Rather, these brands are likely to be sold to private equity groups or spun off to their own entities.

Future recovery benefits fast casual concepts

Thus far, the economic recovery has been a jobless one, affecting Wall Street more than the regular consumer, who is still concerned with stretching their dollar. Most Americans remain cautious spenders, hesitant to allocate a significant amount of money towards eating out. This will provide a unique opportunity for fast casual establishments, which can position themselves as a less expensive alternative to full-service restaurants without feeling like a fast food establishment. Foodservice operators that can provide a quality feel at a value price point are likely to outperform through the forecast period.

Table of Contents

Table of Contents

Consumer Foodservice in the US - Industry Overview

EXECUTIVE SUMMARY

Foodservice spending recovers with economy, slowly

Consistent value pricing lures consumers

Healthy menu items become more important as threat of legislation, consumer demand loom

Major brand sales coming

Future recovery benefits fast casual concepts

KEY TRENDS AND DEVELOPMENTS

Economy recovers but consumers remain cautious

Restaurants focus on attracting health-conscious consumers

Coffee competition continues

Grocery retail locations become more attractive, offer competition

Social media promote food as social activity

Menu labelling

The breakfast day part continues to drive competition

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

National consumer expenditure

  • Table 12 Consumer Expenditure on Consumer Foodservice 2004-2010
  • Table 13 Foodservice Revenue/Number of Outlets 2010-2011

Operating environment

DEFINITIONS

  • Summary 1 Research Sources

Consumer Foodservice in the US - Company Profiles

Brinker International Inc in Consumer Foodservice (USA)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

COMPETITIVE POSITIONING

  • Summary 4 Brinker International Inc: Competitive Position 2010

Chipotle Mexican Grill Inc in Consumer Foodservice (USA)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

SUPPLIERS

COMPETITIVE POSITIONING

  • Summary 7 Chipotle Mexican Grill Inc: Competitive Position 2010

Cracker Barrel Old Country Store Inc in Consumer Foodservice (USA)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

COMPETITIVE POSITIONING

  • Summary 10 Cracker Barrel Old Country Store Inc: Competitive Position 2010

Darden Restaurants Inc in Consumer Foodservice (USA)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

SUPPLIERS

COMPETITIVE POSITIONING

  • Summary 13 Darden Restaurants Inc: Competitive Position 2010

Doctor's Associates Inc in Consumer Foodservice (USA)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

COMPETITIVE POSITIONING

  • Summary 15 Doctor’s Associates Inc: Competitive Position 2010

McDonald's Corp in Consumer Foodservice (USA)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

COMPETITIVE POSITIONING

  • Summary 18 McDonald’s Corp: Competitive Position 2010

Panera Bread Co in Consumer Foodservice (USA)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

SUPPLIERS

COMPETITIVE POSITIONING

  • Summary 21 Panera Bread Co: Competitive Position 2010

Starbucks Corp in Consumer Foodservice (USA)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

SUPPLIERS

COMPETITIVE POSITIONING

  • Summary 24 Starbucks Corp: Competitive Position 2010

Wendy's/Arby's Group in Consumer Foodservice (USA)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

SUPPLIERS

COMPETITIVE POSITIONING

  • Summary 27 Wendy’s/Arby’s Group: Competitive Position 2010

Yum! Brands Inc in Consumer Foodservice (USA)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

SUPPLIERS

COMPETITIVE POSITIONING

  • Summary 30 Yum! Brands Inc: Competitive Position 2010

100% Home Delivery/Takeaway in the US - Category Analysis

HEADLINES

TRENDS

  • The competitive environment for 100% home delivery/takeaway (HDTA) operators continued to grow more difficult in 2010. Global demand and poor regional weather conditions have again caused prices for ingredients such as flour and cheese to climb. At the same time, chained pizza delivery chains such as Domino’s and Papa John’s have sought to attract customers by offering discounts, shaving margins. There is also competition from high-quality pizza brands, such as California Pizza Kitchen, that are available at retail, offering consumers a number of choices when they want to eat pizza. Because the HDTA category already operates as a value channel, there is little room to adjust pricing.

COMPETITIVE LANDSCAPE

  • Domino’s Pizza remains the leader in 100% home delivery/takeaway (HDTA) in 2010, managing a 19% share of value sales in the category in 2010. This marks a sharp increase from 2008 and 2009 when value sales and transaction counts dropped and the company was impacted by the recession to a greater degree than its competition. Much of the success in 2010 was due to a complete reformulation of the company’s pizza recipe early in the year. Following significant consumer testing and feedback from focus groups who were strongly dissatisfied with the company’s offerings, Domino’s introduced pizza with a garlic-seasoned crust, a bolder, sweeter tomato sauce and a new blend of shredded cheese. The company followed its reformulation with a national television commercial campaign in which the CEO publicly acknowledged the previous low quality of the pizza and committed to a higher standard of quality.

PROSPECTS

  • Over the forecast period, value sales are expected to increase slowly, mainly in response to the economic recovery. As consumers have more disposable income, they will eat out more frequently and HDTA restaurants will benefit. The focus on value and heavy promotional activity will be maintained in the early part of the forecast period, but will dwindle as the economy recovers. Since pizza is a highly commoditised product in the US, the chains will need to continue to offer value to consumers, but will be able to increase their margins by limiting the number, frequency and depth of discounts. This will help boost same-store sales, even as consumers find they have increasing choices in a highly saturated market.

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 the US - Category Analysis

HEADLINES

TRENDS

  • In 2009 and 2010, there was a marked increase in fast food restaurants offering coffee and espresso beverages, a direct blow to specialist coffee shop chains. Notably, McDonald’s launched its McCafé line of brewed coffee and espresso drinks, Dunkin’ Donuts began heavily promoting its coffee. At the same time, consumers began brewing coffee at home more frequently, hoping to save money by not getting their caffeinated beverage from foodservice locations. The large chained specialist coffee shops attempted to counter the decrease in traffic by looking elsewhere for revenue. Caribou Coffee and Starbucks both began offering their coffee at retail, and Starbucks began licensing its Seattle’s Best Coffee to fast food restaurants Subway and Burger King.

COMPETITIVE LANDSCAPE

  • Starbucks Corp remains the market leader among cafés/bars in 2010, controlling 27% of value sales in the category and 75% of value sales among specialist coffee shops. While the company faced challenges throughout the review period in the form of recession and increased competition on a number of fronts, it managed to gain market share consistently. As part of its reconceived strategy, the company is placing a greater emphasis on its Seattle’s Best Coffee brand. These plans were stalled temporarily, as most Seattle’s Best Coffee locations were located inside Borders Bookstores, and that chain has since declared bankruptcy reorganisation and closed a number of its locations. Nonetheless, Starbucks plans to expand its outlet count under the Seattle’s Best brand, offering franchises throughout the country in an effort to use a multibrand strategy to capture more of the growing specialist coffee market without diluting its main brand. Additionally, the Seattle’s Best brand appeals to many consumers as it is perceived as more approachable than Starbucks, but as a higher-quality alternative to fast food coffee.

PROSPECTS

  • In the short term, the sputtering economic recovery will restrain growth for the category. Once the economy does recover, growth in outlets and value sales alike is expected to be more subdued than the rapid expansion seen early in the review period. Between 2010 and 2015, value sales are expected to post a CAGR of 1% in constant terms, as specialist coffee shops see renewed location and transaction growth. As the economy slowly improves, many consumers will return to previous spending levels. However, many who traded down to less expensive versions or brewed coffee at home may retain their thrifty ways, and the premium experience that leading coffee chains provided may become a truly premium experience that consumers use as a treat rather than a daily habit.

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 the US - Category Analysis

HEADLINES

TRENDS

  • While standalone units continue to be the most common location for consumer foodservice companies, they continue to see declines in value sales, as they have each year since 2007. This is due largely to the influence that the recession has had on dining out, which has negatively impacted all locations wtihin consumer foodservice. However, standalone units continue to suffer, since many standalone units are full-service restaurants that have been particularly hurt by a lack of discretionary income.

COMPETITIVE LANDSCAPE

  • There are significant barriers to entry for restaurant operators hoping to open a restaurant at an airport. Building out a foodservice space can cost 50% more than a comparable standalone unit, the rent can be twice as high, revenue-sharing agreements may hurt margins and operating in a secured area within an airport can add operational and logistical difficulties, making it prohibitively expensive and complicated for most chained operators and their franchisees to enter and compete with existing foodservice locations. This leaves significant opportunities for concessionaire specialists such as HMS Host and Delaware North Companies to enter the travel foodservice category. The payoff can be large, as higher traffic in a semi-captive location can lead to per-unit sales that are more than double the industry average. Even some celebrity chefs are intrigued by the possibility of exposing travellers to their high-quality foods; celebrity chef Rick Bayless opened a Tortas Frontera restaurant at O’Hare Airport in Chicago near a Wolfgang Puck Express restaurant, while celebrity chef Masaharu Morimoto is exploring the possibility of expanding his Skewers fast casual concept into airports.

PROSPECTS

  • While they account for a much smaller number of locations than standalone locations, retail locations will continue to grow throughout the forecast period as retail chains and foodservice operators collaborate to take advantage of their mutual strengths. Grocery retailers will continue to offer foodservice and prepared foods alongside their fast moving consumer goods. Although there has been a small shift away from one-stop shopping in US retailing, many consumers still visit Super Wal-Mart or Target, for example, for many of their shopping needs. As they spend time in a single retail location, they may get hungry or find it convenient to eat in the store while shopping with children. Retail locations are expected to see total growth of 11% in unit terms from 2010-2015.

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: Foodservice Value 2010-2015
  • Table 99 Forecast Consumer Foodservice Sales through Retail: % Units/Outlets Growth 2010-2015
  • Table 100 Forecast Consumer Foodservice Sales through Retail: % Transaction Growth 2010-2015
  • Table 101 Forecast Consumer Foodservice Sales through Retail: % Foodservice Value Growth 2010-2015
  • Table 102 Forecast Consumer Foodservice Sales through Lodging: Units/Outlets 2010-2015
  • Table 103 Forecast Consumer Foodservice Sales through Lodging: Number of Transactions 2010-2015
  • Table 104 Forecast Consumer Foodservice Sales through Lodging: Foodservice Value 2010-2015
  • Table 105 Forecast Consumer Foodservice Sales through Lodging: % Units/Outlets Growth 2010-2015
  • Table 106 Forecast Consumer Foodservice Sales through Lodging: % Transaction Growth 2010-2015
  • Table 107 Forecast Consumer Foodservice Sales through Lodging: % Foodservice Value Growth 2010-2015
  • Table 108 Forecast Consumer Foodservice Sales through Travel: Units/Outlets 2010-2015
  • Table 109 Forecast Consumer Foodservice Sales through Travel: Number of Transactions 2010-2015
  • Table 110 Forecast Consumer Foodservice Sales through Travel: Foodservice Value 2010-2015
  • Table 111 Forecast Consumer Foodservice Sales through Travel: % Units/Outlets Growth 2010-2015
  • Table 112 Forecast Consumer Foodservice Sales through Travel: % Transaction Growth 2010-2015
  • Table 113 Forecast Consumer Foodservice Sales through Travel: % Foodservice Value Growth 2010-2015

Fast Food in the US - Category Analysis

HEADLINES

TRENDS

  • Over the review period, the US economy entered recession, causing a great many consumers to trade down to fast food locations with their dining-out dollar, or even opting to forego foodservice and choosing to cook at home instead. Now that the economy has left recession, consumers are beginning to be more free with the money they spend on eating out, and are attracted to the value offerings that fast food restaurants began promoting heavily during the recession. Many are not yet able to afford the higher prices of full-service restaurants, but most can afford to eat at fast food restaurants. Because of this, value sales at fast food restaurants grew 2% in 2010, accounting for entirely the declines in 2009.

COMPETITIVE LANDSCAPE

  • McDonald’s Corp remains the largest fast food operator, controlling 18% of all fast food value sales and a dominant 36% of burger fast food sales in 2010. The company has continually improved its menu offerings, appealing to both young people and families. The Big Mac hamburger and French fries remains the core of the company’s menu strategy, but it is supplemented by an ever-evolving selection of items that appeal to current trends. For example, the company launched its McCafé line of espresso and coffee drinks in 2009, introduced a breakfast dollar menu in 2010, and began offering smoothies nationwide in early 2011. The company has also begun remodelling many of its locations, hoping to make them more inviting and comfortable for consumers to spend time. Many locations even offer Wi-Fi service, a feature more common to specialist coffee shops than fast food chains. All of these innovations are aimed at keeping the company ahead of any trends that might allow a competitor to gain market share.

PROSPECTS

  • Over the forecast period, fast food sales are expected to increase steadily. However, with a fairly saturated market and limited room for unit growth among leading chains, it will become necessary to focus on reducing operational costs and improving same-store sales. To do so, fast food operators will need to innovate to meet the ever-changing palates of consumers and stay ahead of emerging trends. The economy is expected to continue improving in the US, and consumer foodservice operators should not have too much difficulty encouraging consumers to open their wallets. However, this may even prove detrimental to fast food brands, as consumers who have traded down as a result of the recession may begin to frequent full-service restaurants once again. In order to retain these consumers, fast food operators will have to provide a more upscale experience in addition to premium products.

CATEGORY DATA

  • Table 114 Fast Food by Category: Units/Outlets 2005-2010
  • Table 115 Fast Food by Category: Number of Transactions 2005-2010
  • Table 116 Fast Food by Category: Foodservice Value 2005-2010
  • Table 117 Fast Food by Category: % Units/Outlets Growth 2005-2010
  • Table 118 Fast Food by Category: % Transaction Growth 2005-2010
  • Table 119 Fast Food by Category: % Foodservice Value Growth 2005-2010
  • Table 120 Sales of Bakery Products Fast Food by Type 2007-2010
  • Table 121 Global Brand Owner Shares of Chained Fast Food 2006-2010
  • Table 122 Brand Shares of Chained Fast Food 2007-2010
  • Table 123 Forecast Sales in Fast Food by Category: Units/Outlets 2010-2015
  • Table 124 Forecast Sales in Fast Food by Category: Number of Transactions 2010-2015
  • Table 125 Forecast Sales in Fast Food by Category: Foodservice Value 2010-2015
  • Table 126 Forecast Sales in Fast Food by Category: % Units/Outlets Growth 2010-2015
  • Table 127 Forecast Sales in Fast Food by Category: % Transaction Growth 2010-2015
  • Table 128 Forecast Sales in Fast Food by Category: % Foodservice Value Growth 2010-2015

Full-Service Restaurants in the US - Category Analysis

HEADLINES

TRENDS

  • The economy officially left recession in 2010, but unemployment remained high and consumer confidence stayed low. While consumers’ purse strings have loosened somewhat, they are still very cognisant of their wallets and seek to make their dollars stretch. Because of this, budgets for eating out are restricted and many consumers simply do not believe they can afford to pay the prices at full- service restaurants. Americans continue to trade down, often opting for fast casual or fast food rather than full-service restaurants (FSRs). Some consumers only visit full-service restaurants for birthdays or other special occasions, and when they do eat at full-service locations they often seek to keep their bills as low as possible, splitting entrées or ordering an appetiser rather than an entrée. Nonetheless, while consumers have begun eating out in some channels, they have remained reluctant to patronise full-service restaurants in 2010, and value sales, outlet counts and transactions have continued to decline, as they have been since 2007.

COMPETITIVE LANDSCAPE

  • In 2010, Darden Restaurants Inc reclaimed the top position from DineEquity Inc, which had briefly overtaken the company in 2009. Darden controls 4% of full-service restaurants value sales through its portfolio of brands, including Olive Garden, Red Lobster, The Capital Grille, LongHorn Steakhouse, Bahama Breeze and Seasons 52. The company did not discount as heavily as other full-service restaurants through the recession, instead focusing on reducing costs and streamlining operations. These efforts were facilitated by the fact that all of Darden’s restaurant locations are company-owned, which the company believes helps it maintain control over quality and service standards.

PROSPECTS

  • Over the forecast period, full-service restaurants are expected to recover well, with growth in location counts, transactions and value sales. As the economy continues to strengthen and unemployment slowly falls, most consumers will be more willing to spend money eating out. However, there will be many consumers who, having traded down to fast food or eating at home during the recession, find that they are comfortable avoiding full-service restaurants the majority of the time. Because of this, value growth in the full-service channel will be significantly lower than that of the early review period.

CATEGORY DATA

  • Table 129 Full-Service Restaurants by Category: Units/Outlets 2005-2010
  • Table 130 Full-Service Restaurants by Category: Number of Transactions 2005-2010
  • Table 131 Full-Service Restaurants by Category: Foodservice Value 2005-2010
  • Table 132 Full-Service Restaurants by Category: % Units/Outlets Growth 2005-2010
  • Table 133 Full-Service Restaurants by Category: % Transaction Growth 2005-2010
  • Table 134 Full-Service Restaurants by Category: % Foodservice Value Growth 2005-2010
  • Table 135 Global Brand Owner Shares of Chained Full-Service Restaurants 2006-2010
  • Table 136 Brand Shares of Chained Full-Service Restaurants 2007-2010
  • Table 137 Forecast Sales in Full-Service Restaurants by Category: Units/Outlets 2010-2015
  • Table 138 Forecast Sales in Full-Service Restaurants by Category: Number of Transactions 2010-2015
  • Table 139 Forecast Sales in Full-Service Restaurants by Category: Foodservice Value 2010-2015
  • Table 140 Forecast Sales in Full-Service Restaurants by Category: % Units/Outlets Growth 2010-2015
  • Table 141 Forecast Sales in Full-Service Restaurants by Category: % Transaction Growth 2010-2015
  • Table 142 Forecast Sales in Full-Service Restaurants by Category: % Foodservice Value Growth 2010-2015

Self-Service Cafeterias in the US - Category Analysis

HEADLINES

TRENDS

  • Self-service cafeterias are positioned somewhere between casual dining and fast food estblishments on the basis of their pricing and quality. Usually the dishes offered are priced US$3-5 cheaper than comparable items from casual dining restaurants. Based on this, self-service cafeterias would appear to occupy a similar space as fast casual restaurants, but they offer a very different level of service than fast casual locations. Customers are generally left to their own devices to select the food from a buffet line, pay for it, bring it back to their table and even bus their own dishes when finished. The chained self-service cafeteria concept has limited appeal apart from a regional presence in Texas, the Mid-Atlantic and Southern states. Typical consumers include senior citizens, families and other highly value-conscious consumers who are looking for a varied away-from-home experience. The traditionally Southern-style recipes appeal to consumers based on flavour and generous portions that cafeterias have come to be known for.

COMPETITIVE LANDSCAPE

  • Luby’s continues to lead the category in value sales, controlling 17% of the market. Their share of market dropped slightly in 2010 as the company’s sales decreased by 7% from 2009, a sharper decline than other companies. Faced with a decrease in transactions through the recession, Luby’s lowered prices on many of its items in an attempt to generate renewed interest and encourage dining out. Furthermore, the company introduced a promotion that allowed customers to get a second meal at half price when the first meal is purchased at full price. Despite these efforts, Luby’s continued to see sales declines, and the company closed 25 underperforming stores in 2009. Thankfully, the company did not need to close any further stores, even though same-store sales continued to decline.

PROSPECTS

  • Over the forecast period, self-service cafeterias is expected to post a negative CAGR of 1% in constant value sales as the concept fades into a purely niche format. While category leaders Luby’s and Piccadilly have tried to spread the cafeteria concept outside the current regional footprint, they have been largely unsuccessful. Unless they are able to promote their concepts nationally, they are unlikely to reverse the current declines in the forecast period.

CATEGORY DATA

  • Table 143 Self-Service Cafeterias: Units/Outlets 2005-2010
  • Table 144 Self-Service Cafeterias: Number of Transactions 2005-2010
  • Table 145 Self-Service Cafeterias: Foodservice Value 2005-2010
  • Table 146 Self-Service Cafeterias: % Units/Outlets Growth 2005-2010
  • Table 147 Self-Service Cafeterias: % Transaction Growth 2005-2010
  • Table 148 Self-Service Cafeterias: % Foodservice Value Growth 2005-2010
  • Table 149 Global Brand Owner Shares of Chained Self-Service Cafeterias 2006-2010
  • Table 150 Brand Shares of Chained Self-Service Cafeterias 2007-2010
  • Table 151 Forecast Sales in Self-Service Cafeterias: Units/Outlets 2010-2015
  • Table 152 Forecast Sales in Self-Service Cafeterias: Number of Transactions 2010-2015
  • Table 153 Forecast Sales in Self-Service Cafeterias: Foodservice Value 2010-2015
  • Table 154 Forecast Sales in Self-Service Cafeterias: % Units/Outlets Growth 2010-2015
  • Table 155 Forecast Sales in Self-Service Cafeterias: % Transaction Growth 2010-2015
  • Table 156 Forecast Sales in Self-Service Cafeterias: % Foodservice Value Growth 2010-2015

Street Stalls/Kiosks in the US - Category Analysis

HEADLINES

TRENDS

  • During the review period, several foodservice locations began offering their products via mobile food trucks, primarily in urban areas. These mobile kiosks offer a variety of food, ranging from the offerings at high-end full-service restaurants to cupcakes to cheap individual tacos. Some food trucks can be regularly found at a particular location or corner; others roam throughout their respective cities, sharing location information via Twitter or other social media sites. The use of social media and the necessity to “follow” a particular food truck lends a sense of novelty and privilege to those who choose to take an interest. In reality, it is social media that make it possible for such mobile food trucks to operate; owners of such mobile kiosks would not be able to connect with their best customers regularly if they were not able to communicate their locations.

COMPETITIVE LANDSCAPE

  • Street stalls/kiosks are dominated by independent operators in the US, and occupy a limited niche in urban settings. Such independent operators do not commonly have the resources or desire to expand rapidly, and because of this the formation of chains or franchises is extremely rare. Operators are often attracted to street stalls/kiosks because of the low overhead and capital requirements, which stand in contrast to the substantial investment required for establishing a typical fast food outlet. Street stalls/kiosks have proved unattractive to chained operators due to their limited menus and sales potential. Further restricting the potential interest of chains in penetrating this channel is the regulatory status of such activities, which prohibits or hinders the street vending of food in many cities. The relatively low-volume nature of street stalls/kiosks has not yet proved attractive to chained operations, which tend to emphasise mini-units, such as those found in convenience stores, travel centres and service stations. The street stalls/kiosks channel thus remains in the hands of independent business people, who find the relatively low capital requirements appealing.

PROSPECTS

  • The novelty of many of the new mobile kiosks will help continue to generate interest in this channel. However, at a certain point, the novelty may wear off, especially if mobile kiosks become too saturated in various cities. Additionally, most kiosks are located in urban areas, where foot traffic is very common. This provides limited growth potential, as many consumers live in suburban or outlying areas of major US cities, relying on their cars for transportation.

CATEGORY DATA

  • Table 157 Street Stalls/Kiosks: Units/Outlets 2005-2010
  • Table 158 Street Stalls/Kiosks: Number of Transactions 2005-2010
  • Table 159 Street Stalls/Kiosks: Foodservice Value 2005-2010
  • Table 160 Street Stalls/Kiosks: % Units/Outlets Growth 2005-2010
  • Table 161 Street Stalls/Kiosks: % Transaction Growth 2005-2010
  • Table 162 Street Stalls/Kiosks: % Foodservice Value Growth 2005-2010
  • 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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