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Country Report

Consumer Foodservice in the US

Sep 2012

Price: US$1,900

About this Report

EXECUTIVE SUMMARY

Frugality fatigue drives popularity of everyday value; “affordable luxuries”

Despite the slow pace of the economic recovery in the US, confidence among consumers began to improve in 2011. Many Americans started to increase the frequency of their foodservice purchases, but their price- sensitivity acquired during the recession proved difficult to shake. Operators catered to this demand with everyday value pricing and smaller, lower-priced snacking items that could satisfy the urge for a small indulgence while still keeping costs low. Those players that were able to offer high value to consumers fared best in the recovery climate, especially those in lower-priced categories like fast food and cafés/bars.

Healthy food trend permeates all foodservice categories

The healthy food trend grew in strength and scope in 2011, expanding far beyond those players that historically made healthy food a key part of their branding image. American consumers also began to think of the definition of healthy food in different ways, putting aside a previous focus on calories and other nutrition information and placing the emphasis instead on freshness, responsible sourcing, and high-quality ingredients. In particular, this led to increased scrutiny of the meat quality used at chained fast food restaurants, exemplified by a controversial class-action lawsuit based on the quality of the beef served at Yum! Brands Inc’s Taco Bell.

Operators turn to day part expansion to maximise eating occasions

In previous years, many major brands in the US specialised in specific time segments during the day, including specialist coffee shops like Starbucks that conduct the majority of sales during breakfast hours and fast food concepts like Taco Bell that cater strongly to mid-day and evening crowds. In the increasingly competitive environment of 2011, however, many major brands opted to expand into new day parts in order to increase the potential number of daily eating occasions in which customers might visit their stores. Furthermore, many major brands in the US are nearing full penetration, and new day parts offer the opportunity to achieve annual sales growth through positive comparable-store sales rather than outlet expansion.

New formats and locations become key growth opportunities

In another effort to pursue sales growth without overcrowding existing outlets, many brands turned to new outlet formats of alternative locations. Many chained players, especially those in fast food, sought out partnerships with retail, leisure and travel locations including big-box retailers, amusement parks, gas stations and convenience stores. Other brands launched new outlet formats with smaller footprints and streamlined features (such as a lack of drive-through service or smaller eat-in area), in order to keep build-out costs low and allow the brand access into a larger variety of local markets. Some chained full-service restaurants also pursued the recent growth concentrated in fast food by launching fast casual versions of existing brands or new concepts.

The dining experience becomes a key component of branding strategy

American diners sought the most “bang for their buck” in 2011 and as a result created a highly competitive environment for foodservice operators. In order to cater to this demand, operators sought to improve every aspect of the dining experience, moving beyond price and focusing on menu innovation and outlet remodelling. Many chains followed the fast casual model and offered premium menu items, especially burgers and salads, at single-digit price points. Others began large-scale remodelling projects designed to make outlets more modern, efficient and comfortable. Both trends were particularly evident in fast food and saw participation from nearly all leading category players.


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Overview

Discover the latest market trends and uncover sources of future market growth for the Consumer Foodservice by Location 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 by Location 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 by Location 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 by Location 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.

Table of Contents

Table of Contents

Consumer Foodservice in the US - Industry Overview

EXECUTIVE SUMMARY

Frugality fatigue drives popularity of everyday value; “affordable luxuries”

Healthy food trend permeates all foodservice categories

Operators turn to day part expansion to maximise eating occasions

New formats and locations become key growth opportunities

The dining experience becomes a key component of branding strategy

KEY TRENDS AND DEVELOPMENTS

Post-recession consumers balance frugality fatigue with price-sensitivity

The healthier food movement remains strong and continues to evolve

Alternative locations and formats are gaining momentum

Social media takeover continues

Operators focus on day part expansion

Outlet remodelling: The experience as a key part of brand positioning

MARKET DATA

  • Table 1 Units, Transactions and Value Sales in Consumer Foodservice: 2006-2011
  • Table 2 Units, Transactions and Value Sales in Consumer Foodservice: % Growth 2006-2011
  • Table 3 Consumer Foodservice by Independent Vs Chained Outlets: Units/Outlets 2011
  • Table 4 Consumer Foodservice by Eat in Vs Takeaway 2011
  • Table 5 Consumer Foodservice by Food Vs Drinks Split 2011
  • Table 6 Sales in Consumer Foodservice by Location 2006-2011
  • Table 7 Leading Chained Consumer Foodservice Brands by Number of Units 2011
  • Table 8 Chained Consumer Foodservice Company Shares 2007-2011
  • Table 9 Chained Consumer Foodservice Brand Shares 2008-2011
  • Table 10 Forecast Units, Transactions and Value Sales in Consumer Foodservice: 2011-2016
  • Table 11 Forecast Units, Transactions and Value Sales in Consumer Foodservice: % Growth 2011-2016

APPENDIX

National Consumer Expenditure

  • Table 12 Consumer Expenditure on Food 2006-2011

Trade association statistics

  • Table 13 Foodservice Revenue (US$ mn)/Number of Outlets

OPERATING ENVIRONMENT

Franchising

Legislation

SOURCES

  • Summary 1 Research Sources

Consumer Foodservice in the US - Company Profiles

Buffalo Wild Wings Inc in Consumer Foodservice (USA)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

SUPPLIERS

COMPETITIVE POSITIONING

  • Summary 4 Buffalo Wild Wings Inc: Competitive Position 2011

Burger King Holdings Inc in Consumer Foodservice (USA)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

SUPPLIERS

COMPETITIVE POSITIONING

  • Summary 7 Burger King Holdings Inc: Competitive Position 2011

Chipotle Mexican Grill Inc in Consumer Foodservice (USA)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

SUPPLIERS

COMPETITIVE POSITIONING

  • Summary 10 Chipotle Mexican Grill Inc: Competitive Position 2011

Darden Restaurants Inc in Consumer Foodservice (USA)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

SUPPLIERS

COMPETITIVE POSITIONING

  • Summary 13 Darden Restaurants Inc: Competitive Position 2011

Doctor's Associates Inc in Consumer Foodservice (USA)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

SUPPLIERS

COMPETITIVE POSITIONING

  • Summary 16 Doctor’s Associates Inc: Competitive Position 2011

McDonald's Corp in Consumer Foodservice (USA)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

SUPPLIERS

COMPETITIVE POSITIONING

  • Summary 19 McDonald’s Corp: Competitive Position 2011

Panera Bread Co in Consumer Foodservice (USA)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

SUPPLIERS

COMPETITIVE POSITIONING

  • Summary 22 Panera Bread Co: Competitive Position 2011

Starbucks Corp in Consumer Foodservice (USA)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

SUPPLIERS

COMPETITIVE POSITIONING

  • Summary 25 Starbucks Corp: Competitive Position 2011

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

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

SUPPLIERS

COMPETITIVE POSITIONING

  • Summary 28 Wendy’s/Arby’s Group: Competitive Position 2011

Yum! Brands Inc in Consumer Foodservice (USA)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

SUPPLIERS

COMPETITIVE POSITIONING

  • Summary 31 Yum! Brands Inc: Competitive Position 2011

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

HEADLINES

TRENDS

  • The competitive environment in 100% home delivery/takeaway continued to grow more difficult in 2011, as operators fought for share during a slow recovery. While improving economic conditions made consumers more willing to take advantage of the convenience of a takeout or delivery meal, continuing price sensitivity made them very discriminating and cautious in their spending. As a result, leading chained players sought to attract customers with strategies at two ends of the menu innovation spectrum: heavily discounted items, like those seen in 2009 and 2010, and premium items with “artisan” ingredients. Pizza Hut, for example, revived its US$10 Any Pizza, Any Size, Any Topping promotion (originally launched in 2009) in May 2011 and again in January 2012. On the premium side, Domino’s launched a line of three Artisan Pizzas with such toppings as feta cheese and Tuscan salami in September, 2011. Further exacerbating the issue, consumers have an ever-expanding array of retail pizza options available to them when they are looking to enjoy pizza at home.

COMPETITIVE LANDSCAPE

  • Domino’s Pizza remained the leader in 100% home delivery/takeaway in 2011, claiming 19% share of total value sales in the category. This marks a 20 basis point increase over 2010. The chain still managed to post positive value sales at US stores with an increase of 4%, despite lapping incredible value sales growth of 9% the previous year. The brand has been riding considerable momentum since the company completely reformulated its core pizza recipe in 2009. The new product was launched with a bold and controversial campaign in which the company apologised for the taste and quality of the old recipe and promised to make amends. While the campaign carried enormous risk, the public response was very positive. Since then, Domino’s has extended the campaign with a series of YouTube clips and television advertisements highlighting company chefs and employees. The 2011 launch of a line of premium Artisan Pizzas has also performed well, helping to continue the positive sales growth.

PROSPECTS

  • The predominance of online and mobile ordering in 100% home delivery/takeaway is expected to continue to increase over the forecast period, as internet-connected devices grow increasingly popular and operators work to maximise the number of potential ordering channels available to consumers. With this movement, speed and efficiency will become central to each 100% home delivery/takeaway brand’s ordering system, and continued innovation in this area will help keep consumers coming back. Furthermore, as the recovery continues, US consumers will become more willing to spend money for the convenience of a home delivery/takeaway foodservice meal, and as such, the category will continue to recover in line with economic conditions.

CATEGORY DATA

  • Table 14 100% Home Delivery/Takeaway by Category: Units/Outlets 2006-2011
  • Table 15 100% Home Delivery/Takeaway by Category: Number of Transactions 2006-2011
  • Table 16 100% Home Delivery/Takeaway by Category: Foodservice Value 2006-2011
  • Table 17 100% Home Delivery/Takeaway by Category: % Units/Outlets Growth 2006-2011
  • Table 18 100% Home Delivery/Takeaway by Category: % Transaction Growth 2006-2011
  • Table 19 100% Home Delivery/Takeaway by Category: % Foodservice Value Growth 2006-2011
  • Table 20 Global Brand Owner Shares of Chained 100% Home Delivery/Takeaway 2007-2011
  • Table 21 Brand Shares of Chained 100% Home Delivery/Takeaway 2008-2011
  • Table 22 Forecast Sales in 100% Home Delivery/Takeaway by Category: Units/Outlets 2011-2016
  • Table 23 Forecast Sales in 100% Home Delivery/Takeaway by Category: Number of Transactions 2011-2016
  • Table 24 Forecast Sales in 100% Home Delivery/Takeaway by Category: Foodservice Value 2011-2016
  • Table 25 Forecast Sales in 100% Home Delivery/Takeaway by Category: % Units/Outlets Growth 2011-2016
  • Table 26 Forecast Sales in 100% Home Delivery/Takeaway by Category: % Transaction Growth 2011-2016
  • Table 27 Forecast Sales in 100% Home Delivery/Takeaway by Category: % Foodservice Value Growth 2011-2016

Cafés/Bars in the US - Category Analysis

HEADLINES

TRENDS

  • In recent years, there was a marked increase in fast food restaurants offering coffee and espresso beverages, a movement that has posed a considerable threat 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, and even convenience store fast food chains sought to improve coffee and espresso-based offerings as a way to attract more foodservice customers.

COMPETITIVE LANDSCAPE

  • Starbucks Corp remained as the leader of cafés/bars in 2011, controlling 18% share of value sales in the category and 45% value share among specialist coffee shops. The company operates two specialist coffee shop brands, Starbucks and the much smaller Seattle’s Best Coffee chain. While the company faced challenges throughout the review period in the form of recession and increased competition on multiple fronts, it managed to gain share consistently.

PROSPECTS

  • Over the forecast period, cafés/bars is expected to increase by a constant value CAGR of 1.7%. This represents a marginal slow-down in growth from the review period, during which time value sales grew at a CAGR of 1.8%. This is due to high-level growth in the category during pre-recession years, which has yet to be duplicated during the recovery.

CATEGORY DATA

  • Table 28 Cafés/Bars by Category: Units/Outlets 2006-2011
  • Table 29 Cafés/Bars by Category: Number of Transactions 2006-2011
  • Table 30 Cafés/Bars by Category: Foodservice Value 2006-2011
  • Table 31 Cafés/Bars by Category: % Units/Outlets Growth 2006-2011
  • Table 32 Cafés/Bars by Category: % Transaction Growth 2006-2011
  • Table 33 Cafés/Bars by Category: % Foodservice Value Growth 2006-2011
  • Table 34 Global Brand Owner Shares of Chained Cafés/Bars 2007-2011
  • Table 35 Brand Shares of Chained Cafés/Bars 2008-2011
  • Table 36 Forecast Sales in Cafés/Bars by Category: Units/Outlets 2011-2016
  • Table 37 Forecast Sales in Cafés/Bars by Category: Number of Transactions 2011-2016
  • Table 38 Forecast Sales in Cafés/Bars by Category: Foodservice Value 2011-2016
  • Table 39 Forecast Sales in Cafés/Bars by Category: % Units/Outlets Growth 2011-2016
  • Table 40 Forecast Sales in Cafés/Bars by Category: % Transaction Growth 2011-2016
  • Table 41 Forecast Sales in Cafés/Bars by Category: % Foodservice Value Growth 2011-2016

Consumer Foodservice by Location in the US - Category Analysis

HEADLINES

TRENDS

  • Standalone units have long comprised the majority of outlets in US consumer foodservice, and in 2011, these locations contributed 78% share of outlets and 86% of value sales. This share has shown steady declines throughout the review period, falling from a high of 79% of outlets in 2007; however, 2011 was a year of growth for standalone outlets, as operators became less concerned with build-out costs and began to return to expansion. The standalone segment also includes a disproportionately high number of full-service restaurants, which were hit particularly hard by the recession and have been slower than other categories to recover. Full-service restaurants showed signs of strength in 2011, though, suggesting the category has finally begun to bounce back. Standalone outlet value increased by 2% in 2011, as outlet numbers increased by 1%.

COMPETITIVE LANDSCAPE

  • The competitive landscape in retail locations is populated mostly by fast food, with 68% share of outlets, and street stalls/kiosks, at 14%. While some retail locations are private concepts operated by the retailers themselves, such as Costco’s popular food courts, more common in the segment are co-branded partnerships between retailers and brands they feel speak to the stores’ demographic. Target Corp, for example, entered into a partnership with Pret A Manger, a high-end fast food operator, to open a store within its new Target City location. The store, located in Chicago’s downtown business district, will cater to young, urban professionals, a demographic that aligns well with Pret A Manger’s core base.

PROSPECTS

  • While they will continue to account for a much smaller number of locations than standalone units, retail outlets 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 also continue to offer greater varieties of foodservice and prepared foods alongside their fast-moving consumer goods. As the recovery continues and US consumers begin spending more time and money shopping, these outlets will also benefit from the increased traffic and looser purse strings. Consumer foodservice through retail is expected to record outlet growth at a CAGR of 2% throughout the forecast period, with a total increase of almost 9,000 units.

CATEGORY DATA

  • Table 42 Consumer Foodservice Sales by Location: Units/Outlets 2006-2011
  • Table 43 Consumer Foodservice Sales by Location: Number of Transactions 2006-2011
  • Table 44 Consumer Foodservice Sales by Location: Foodservice Value 2006-2011
  • Table 45 Consumer Foodservice Sales by Location: % Units/Outlets Growth 2006-2011
  • Table 46 Consumer Foodservice Sales by Location: % Transaction Growth 2006-2011
  • Table 47 Consumer Foodservice Sales by Location: % Foodservice Value Growth 2006-2011
  • Table 48 Consumer Foodservice Sales through Standalone: Units/Outlets 2006-2011
  • Table 49 Consumer Foodservice Sales through Standalone: Number of Transactions 2006-2011
  • Table 50 Consumer Foodservice Sales through Standalone: Foodservice Value 2006-2011
  • Table 51 Consumer Foodservice Sales through Standalone: % Units/Outlets Growth 2006-2011
  • Table 52 Consumer Foodservice Sales through Standalone: % Transaction Growth 2006-2011
  • Table 53 Consumer Foodservice Sales through Standalone: % Foodservice Value Growth 2006-2011
  • Table 54 Consumer Foodservice Sales through Leisure: Units/Outlets 2006-2011
  • Table 55 Consumer Foodservice Sales through Leisure: Number of Transactions 2006-2011
  • Table 56 Consumer Foodservice Sales through Leisure: Foodservice Value 2006-2011
  • Table 57 Consumer Foodservice Sales through Leisure: % Units/Outlets Growth 2006-2011
  • Table 58 Consumer Foodservice Sales through Leisure: % Transaction Growth 2006-2011
  • Table 59 Consumer Foodservice Sales through Leisure: % Foodservice Value Growth 2006-2011
  • Table 60 Consumer Foodservice Sales through Retail: Units/Outlets 2006-2011
  • Table 61 Consumer Foodservice Sales through Retail: Number of Transactions 2006-2011
  • Table 62 Consumer Foodservice Sales through Retail: Foodservice Value 2006-2011
  • Table 63 Consumer Foodservice Sales through Retail: % Units/Outlets Growth 2006-2011
  • Table 64 Consumer Foodservice Sales through Retail: % Transaction Growth 2006-2011
  • Table 65 Consumer Foodservice Sales through Retail: % Foodservice Value Growth 2006-2011
  • Table 66 Consumer Foodservice Sales through Lodging: Units/Outlets 2006-2011
  • Table 67 Consumer Foodservice Sales through Lodging: Number of Transactions 2006-2011
  • Table 68 Consumer Foodservice Sales through Lodging: Foodservice Value 2006-2011
  • Table 69 Consumer Foodservice Sales through Lodging: % Units/Outlets Growth 2006-2011
  • Table 70 Consumer Foodservice Sales through Lodging: % Transaction Growth 2006-2011
  • Table 71 Consumer Foodservice Sales through Lodging: % Foodservice Value Growth 2006-2011
  • Table 72 Consumer Foodservice Sales through Travel: Units/Outlets 2006-2011
  • Table 73 Consumer Foodservice Sales through Travel: Number of Transactions 2006-2011
  • Table 74 Consumer Foodservice Sales through Travel: Foodservice Value 2006-2011
  • Table 75 Consumer Foodservice Sales through Travel: % Units/Outlets Growth 2006-2011
  • Table 76 Consumer Foodservice Sales through Travel: % Transaction Growth 2006-2011
  • Table 77 Consumer Foodservice Sales through Travel: % Foodservice Value Growth 2006-2011
  • Table 78 Forecast Consumer Foodservice Sales by Location: Units/Outlets 2011-2016
  • Table 79 Forecast Consumer Foodservice Sales by Location: Number of Transactions 2011-2016
  • Table 80 Forecast Consumer Foodservice Sales by Location: Foodservice Value 2011-2016
  • Table 81 Forecast Consumer Foodservice Sales by Location: % Units/Outlets Growth 2011-2016
  • Table 82 Forecast Consumer Foodservice Sales by Location: % Transaction Growth 2011-2016
  • Table 83 Forecast Consumer Foodservice Sales by Location: % Foodservice Value Growth 2011-2016
  • Table 84 Forecast Consumer Foodservice Sales through Standalone: Units/Outlets 2011-2016
  • Table 85 Forecast Consumer Foodservice Sales through Standalone: Number of Transactions 2011-2016
  • Table 86 Forecast Consumer Foodservice Sales through Standalone: Foodservice Value 2011-2016
  • Table 87 Forecast Consumer Foodservice Sales through Standalone: % Units/Outlets Growth 2011-2016
  • Table 88 Forecast Consumer Foodservice Sales through Standalone: % Transaction Growth 2011-2016
  • Table 89 Forecast Consumer Foodservice Sales through Standalone: % Foodservice Value Growth 2011-2016
  • Table 90 Forecast Consumer Foodservice Sales through Leisure: Units/Outlets 2011-2016
  • Table 91 Forecast Consumer Foodservice Sales through Leisure: Number of Transactions 2011-2016
  • Table 92 Forecast Consumer Foodservice Sales through Leisure: Foodservice Value 2011-2016
  • Table 93 Forecast Consumer Foodservice Sales through Leisure: % Units/Outlets Growth 2011-2016
  • Table 94 Forecast Consumer Foodservice Sales through Leisure: % Transaction Growth 2011-2016
  • Table 95 Forecast Consumer Foodservice Sales through Leisure: % Foodservice Value Growth 2011-2016
  • Table 96 Forecast Consumer Foodservice Sales through Retail: Units/Outlets 2011-2016
  • Table 97 Forecast Consumer Foodservice Sales through Retail: Number of Transactions 2011-2016
  • Table 98 Forecast Consumer Foodservice Sales through Retail: Foodservice Value 2011-2016
  • Table 99 Forecast Consumer Foodservice Sales through Retail: % Units/Outlets Growth 2011-2016
  • Table 100 Forecast Consumer Foodservice Sales through Retail: % Transaction Growth 2011-2016
  • Table 101 Forecast Consumer Foodservice Sales through Retail: % Foodservice Value Growth 2011-2016
  • Table 102 Forecast Consumer Foodservice Sales through Lodging: Units/Outlets 2011-2016
  • Table 103 Forecast Consumer Foodservice Sales through Lodging: Number of Transactions 2011-2016
  • Table 104 Forecast Consumer Foodservice Sales through Lodging: Foodservice Value 2011-2016
  • Table 105 Forecast Consumer Foodservice Sales through Lodging: % Units/Outlets Growth 2011-2016
  • Table 106 Forecast Consumer Foodservice Sales through Lodging: % Transaction Growth 2011-2016
  • Table 107 Forecast Consumer Foodservice Sales through Lodging: % Foodservice Value Growth 2011-2016
  • Table 108 Forecast Consumer Foodservice Sales through Travel: Units/Outlets 2011-2016
  • Table 109 Forecast Consumer Foodservice Sales through Travel: Number of Transactions 2011-2016
  • Table 110 Forecast Consumer Foodservice Sales through Travel: Foodservice Value 2011-2016
  • Table 111 Forecast Consumer Foodservice Sales through Travel: % Units/Outlets Growth 2011-2016
  • Table 112 Forecast Consumer Foodservice Sales through Travel: % Transaction Growth 2011-2016
  • Table 113 Forecast Consumer Foodservice Sales through Travel: % Foodservice Value Growth 2011-2016

Fast Food in the US - Category Analysis

HEADLINES

TRENDS

  • Over the review period, the US economy entered a period of recession, causing consumers to stretch their dwindling foodservice dollars by trading down en masse to fast food locations. Some even opted to forego foodservice altogether, choosing to cook at home instead. Now that the economy has left the recession, consumers are beginning to be freer with the money they spend on dining out, and are attracted to the value offerings fast food restaurants began promoting heavily during the downturn. Many are still unable—or unwilling—to afford the higher prices of full-service restaurants, but US consumers are tired of thrift, and fast food provides a low-cost way to treat themselves. As a result, value sales through fast food grew by 4% in 2011, more than double the previous year’s growth rate.

COMPETITIVE LANDSCAPE

  • The reign of McDonald’s over US fast food continued in 2011, claiming 17% share (company-owned and various franchisees combined) of fast food despite the dozens of other major chained players present. The brand gained half a percentage point over the course of the year and gained 6% in value sales to reach US$34.2 billion. The company has continually improved its menu offerings over the review period, appealing to key growth demographics including young people, women and families, and consistently remains ahead of major fast food trends, leveraging a valuable first-mover advantage over its many competitors. The Big Mac hamburger and French fries remain as the core of the company’s menu strategy, but supplemented by an ever-evolving selection of items that appeal to current trends. For example, the company was the first traditional fast food player to challenge Starbucks with the launch of its McCafé line of espresso and coffee drinks in 2009; it introduced a dollar breakfast menu in 2010, and began offering fresh fruit smoothies nationwide in early 2011. Each of these initiatives has since become a major trend in fast food, further proof of the company’s firm grasp on its domestic market. Notable new products launched in 2011 include fruit and maple oatmeal, new additions to its smoothie and premium burger lines, and a selection of new dipping sauces designed to create excitement surrounding core menu item Chicken McNuggets. The brand also launched a remodelling initiative that includes revamped exteriors, more comfortable seating, and free Wi-Fi and flat-panel televisions in dining areas, further elevating the dining experience.

PROSPECTS

  • Over the forecast period, fast food is expected to grow by a constant value CAGR of 1.8%, which represents a slowdown from the growth observed over the review period. While innovation in fast food has been successful in stoking consumer excitement about the category, it still faces long-term threats from saturation and resulting limitations in expansion opportunities. With a lack of new markets available for organic growth, fast food operators will be forced to continue fighting each other for existing share; this creates a zero-sum game in which there will be as many losing brands as there are winners. Furthermore, large chained players like McDonald’s, Wendy’s and Chipotle have been successful in heightening the fast food dining experience, widening the gap between leaders and smaller players. This trend will likely continue as consumers adjust their expectations of quality standards in fast food, and those that fail to improve offerings will find it difficult to remain competitive.

CATEGORY DATA

  • Table 114 Fast Food by Category: Units/Outlets 2006-2011
  • Table 115 Fast Food by Category: Number of Transactions 2006-2011
  • Table 116 Fast Food by Category: Foodservice Value 2006-2011
  • Table 117 Fast Food by Category: % Units/Outlets Growth 2006-2011
  • Table 118 Fast Food by Category: % Transaction Growth 2006-2011
  • Table 119 Fast Food by Category: % Foodservice Value Growth 2006-2011
  • Table 120 Sales of Bakery Products Fast Food by Type 2008-2011
  • Table 121 Global Brand Owner Shares of Chained Fast Food 2007-2011
  • Table 122 Brand Shares of Chained Fast Food 2008-2011
  • Table 123 Forecast Sales in Fast Food by Category: Units/Outlets 2011-2016
  • Table 124 Forecast Sales in Fast Food by Category: Number of Transactions 2011-2016
  • Table 125 Forecast Sales in Fast Food by Category: Foodservice Value 2011-2016
  • Table 126 Forecast Sales in Fast Food by Category: % Units/Outlets Growth 2011-2016
  • Table 127 Forecast Sales in Fast Food by Category: % Transaction Growth 2011-2016
  • Table 128 Forecast Sales in Fast Food by Category: % Foodservice Value Growth 2011-2016

Full-Service Restaurants in the US - Category Analysis

HEADLINES

TRENDS

  • The economy officially left the recession in 2010, and many consumer foodservice categories showed significant signs of recovery in the years since; however, full-service restaurants has yet to return to growth. Many consumers loosened their purse strings somewhat in 2011, but as a whole they remained price-conscious, and thus looked for ways to make their dollars stretch as far as possible. Foodservice budgets remained restricted, and many consumers opted to pay the lower prices in fast food rather than patronise full-service restaurants. As a result, value sales, outlet counts and transactions all declined in 2011, although at marginal rates. On a more positive note, these declines marked improvements on the previous year, during which all segments decreased by about 2%.

COMPETITIVE LANDSCAPE

  • Darden Restaurants led full-service restaurants for the second consecutive year, gaining value share to hold 4%. Its brand portfolio includes Olive Garden, Red Lobster, Capital Grill & Bar, Longhorn Steakhouse, Bahama Breeze and Seasons 52. The company did not discount as heavily as other full-service restaurants throughout 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 maintain its control over quality and service standard. 2011 was a positive year for the company in the US, with value sales increasing by 5%. While Capital Grill & Bar and Longhorn Steakhouse led the portfolio in sales growth at 15% and 12%, Red Lobster lagged behind with just 1% value growth in 2011. The company implemented an aggressive remodelling campaign at Red Lobster in 2011, in the hopes of driving sales growth more in line with the rest of its portfolio.

PROSPECTS

  • Over the forecast period, full-service restaurants is expected to recover well, with growth in location counts, transactions and value sales. As the economy continues to strengthen and unemployment starts to fall, most consumers will be more willing to spend money on foodservice. However, there will be many consumers who, having traded down to fast food or home cooking during the recession, find that they are still comfortable avoiding full-service restaurants in favour of less costly options, especially as offerings in fast food continue to improve in quality. Because of this, value growth in the full-service channel will remain significantly lower than that seen during pre-recession years.

CATEGORY DATA

  • Table 129 Full-Service Restaurants by Category: Units/Outlets 2006-2011
  • Table 130 Full-Service Restaurants by Category: Number of Transactions 2006-2011
  • Table 131 Full-Service Restaurants by Category: Foodservice Value 2006-2011
  • Table 132 Full-Service Restaurants by Category: % Units/Outlets Growth 2006-2011
  • Table 133 Full-Service Restaurants by Category: % Transaction Growth 2006-2011
  • Table 134 Full-Service Restaurants by Category: % Foodservice Value Growth 2006-2011
  • Table 135 Global Brand Owner Shares of Chained Full-Service Restaurants 2007-2011
  • Table 136 Brand Shares of Chained Full-Service Restaurants 2008-2011
  • Table 137 Forecast Sales in Full-Service Restaurants by Category: Units/Outlets 2011-2016
  • Table 138 Forecast Sales in Full-Service Restaurants by Category: Number of Transactions 2011-2016
  • Table 139 Forecast Sales in Full-Service Restaurants by Category: Foodservice Value 2011-2016
  • Table 140 Forecast Sales in Full-Service Restaurants by Category: % Units/Outlets Growth 2011-2016
  • Table 141 Forecast Sales in Full-Service Restaurants by Category: % Transaction Growth 2011-2016
  • Table 142 Forecast Sales in Full-Service Restaurants by Category: % Foodservice Value Growth 2011-2016

Self-Service Cafeterias in the US - Category Analysis

HEADLINES

TRENDS

  • Self-service cafeterias fills a small niche in US consumer foodservice that falls somewhere between casual dining and fast food in terms of pricing and food quality. Dishes offered are usually priced US$3-$5 cheaper than comparable items at casual dining full-service restaurants; however, it also offers a very different level of service than fast casual locations, further setting them apart. Customers are generally responsible for their own service, from selecting the food from a buffet line, paying for it and carrying it to a table. Many outlets even require customers to clear their own tables when they are finished dining, keeping labour costs low.

COMPETITIVE LANDSCAPE

  • Luby’s Cafeteria continued to lead the category with 16% value share in 2011, gaining marginal share. Value sales showed modest growth, increasing by 2% to reach US$234 million. Despite this, the company’s value share was still significantly lower than it was earlier in the review period, during which time it peaked at 18% in 2008. The decline over the years since has corresponded with a significant reduction in outlets. Luby’s Cafeteria closed down 27 underperforming stores in 2009, followed by one store each in 2010 and 2011, leaving the count at just 94 units by the end of the review period.

PROSPECTS

  • Over the forecast period, self-service cafeterias is expected to decline by a constant value CAGR of 1%, as the concept fades further into niche status. While category leaders Luby’s Cafeteria and Piccadilly Restaurants tried to spread the cafeteria concept outside of 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 within the forecast period. Both the growth at IKEA Restaurants and the growth of semi-captive locations under the Luby’s brand serve as potential sources of future growth, they are unlikely to be enough to help the category return to previous highs.

CATEGORY DATA

  • Table 143 Self-Service Cafeterias: Units/Outlets 2006-2011
  • Table 144 Self-Service Cafeterias: Number of Transactions 2006-2011
  • Table 145 Self-Service Cafeterias: Foodservice Value 2006-2011
  • Table 146 Self-Service Cafeterias: % Units/Outlets Growth 2006-2011
  • Table 147 Self-Service Cafeterias: % Transaction Growth 2006-2011
  • Table 148 Self-Service Cafeterias: % Foodservice Value Growth 2006-2011
  • Table 149 Global Brand Owner Shares of Chained Self-Service Cafeterias 2007-2011
  • Table 150 Brand Shares of Chained Self-Service Cafeterias 2008-2011
  • Table 151 Forecast Sales in Self-Service Cafeterias: Units/Outlets 2011-2016
  • Table 152 Forecast Sales in Self-Service Cafeterias: Number of Transactions 2011-2016
  • Table 153 Forecast Sales in Self-Service Cafeterias: Foodservice Value 2011-2016
  • Table 154 Forecast Sales in Self-Service Cafeterias: % Units/Outlets Growth 2011-2016
  • Table 155 Forecast Sales in Self-Service Cafeterias: % Transaction Growth 2011-2016
  • Table 156 Forecast Sales in Self-Service Cafeterias: % Foodservice Value Growth 2011-2016

Street Stalls/Kiosks in the US - Category Analysis

HEADLINES

TRENDS

  • Beginning in 2009 with the popularity of a single Korean taco truck, the food truck movement in the US has grown steadily to become a true national phenomenon. While street stalls and food trucks have always played a small part in US consumer foodservice—most often in urban centres in the form of quick snacks sold out of carts (often hot dogs, pretzels, or ice cream), or hot meals served out of trucks that park near office buildings and factories—the new brand of food trucks has a gourmet positioning, often with high quality menus and price points akin to those found in fast casual dining. Now that the trend has been firmly established, many foodservice locations began offering their products via mobile food trucks as a either a supplemental distribution point, or even a lower-cost alternative to brick-and-mortar outlets. This has allowed for a lower-cost entry point for many potential consumer foodservice operators, though the concept also poses its own unique set of challenges.

COMPETITIVE LANDSCAPE

  • Street stalls/kiosks is dominated by independent operators in the US which 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. Furthermore, the elusive nature of food trucks and street stalls often adds to the appeal, resulting in a market in which expansion may not necessarily be conducive to growth.

PROSPECTS

  • While hype has played a large role in driving food truck popularity, the novelty of the movement has undoubtedly started to wane. Food truck customers are forced to “work” for their food, tracking truck movements and timing their visits so as to avoid long lines, yet make their purchases before inventories run out. While this added to the experience early on, some have tired of the extra due diligence required and opted for the ease and convenience of more traditional foodservice. Furthermore, food trucks and street stalls are largely dependent on foot traffic, so the trend has limited growth potential. As such, once a saturation point is reached in these large cities, food trucks will have limited potential for additional growth.

CATEGORY DATA

  • Table 157 Street Stalls/Kiosks: Units/Outlets 2006-2011
  • Table 158 Street Stalls/Kiosks: Number of Transactions 2006-2011
  • Table 159 Street Stalls/Kiosks: Foodservice Value 2006-2011
  • Table 160 Street Stalls/Kiosks: % Units/Outlets Growth 2006-2011
  • Table 161 Street Stalls/Kiosks: % Transaction Growth 2006-2011
  • Table 162 Street Stalls/Kiosks: % Foodservice Value Growth 2006-2011
  • Table 163 Forecast Sales in Street Stalls/Kiosks: Units/Outlets 2011-2016
  • Table 164 Forecast Sales in Street Stalls/Kiosks: Number of Transactions 2011-2016
  • Table 165 Forecast Sales in Street Stalls/Kiosks: Foodservice Value 2011-2016
  • Table 166 Forecast Sales in Street Stalls/Kiosks: % Units/Outlets Growth 2011-2016
  • Table 167 Forecast Sales in Street Stalls/Kiosks: % Transaction Growth 2011-2016
  • Table 168 Forecast Sales in Street Stalls/Kiosks: % Foodservice Value Growth 2011-2016

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
          • Chained Casual Dining Full-Service Restaurants
          • Independent 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
  • Units/outlets
  • Units/outlets % growth
  • Units/outlets per capita
  • Transactions
  • Transactions % growth
  • Transactions per capita

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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