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Country Report

Consumer Foodservice in Turkey

Oct 2012

Price: US$1,900

About this Report

EXECUTIVE SUMMARY

Consumer foodservice market registers negative growth in 2011

Although the Turkish economy performed better in 2011 than it had in earlier years of the review period, the negative effects of the economic crisis continued to hamper the market. However, the negative trend at the end of the review period was not as strong as it had been in previous years as the economic climate in the country was not as adverse. The reason for a decline in market value sales was mainly the poor performance of independent outlets, which did not have the resources to invest in promotions or the financial strength to survive the financial crisis. Furthermore, some chained categories also registered a downward trend as a result of a fall in the number of outlets. Examples of these categories included chained self-service cafeterias, chained European full-service restaurants and chained bars/pubs. Chained 100% home delivery/takeaway witnessed the highest growth due to its low base and the strong performance of the two main brands within the category - Domino’s and Little Caesar’s.

Smoking ban remains an obstacle to market growth

The negative effects of the smoking ban, which was introduced in the summer of 2009, contributed to the declining value sales and transactions in the market. After the ban was introduced, both consumer visits and the duration of these visits fell. Nonetheless, the negative effect of the ban was not as intense as it had been in previous years as by 2011 consumers had become more accustomed to the ban. The most affected by the smoking ban were full-service restaurants and cafés/bars, as consumers traditionally spend longer eating and socialising in these outlets. According to national statistics, around 50% of the male population and more than 16% of the female population smoked in 2010. Turkish people generally enjoy smoking while drinking or after eating. Consequently, according to foodservice companies, the smoking ban had an impact on the number of their transactions and value sales.

The market is characterised by independent players

In 2011, the vast majority of outlets in the consumer foodservice market were independents, thanks to the high number of independent local cafés/bars and Middle Eastern full-service restaurants in the country. TAB Gida San ve Ticaret, the operator of the Burger King, Sbarro, Popeye’s and Arby’s brands in fast food, was the leading chained company in 2011, followed by Anadolu Endüstri Holding which owns the McDonald’s brand.

Retail steals share from the standalone location

In 2011, standalone was the leading location although retail experienced the highest outlet growth. The main reason for the dynamism in retail was the opening of a large number of shopping centres which are very popular, particularly among young people and families.

Positive constant value market growth anticipated for the forecast period

Over the forecast period, consumer foodservice is likely to register low positive constant value growth, favourable compared to the strong negative constant value growth over the review period. Factors such as improvements in the economic climate, particularly from 2013 onwards, a rising number of outlets and the entry of new companies, especially multinational chains, will serve to fuel the growth. Furthermore, the smoking ban will also have less of a negative impact on the market than it has in earlier years as consumers will become increasingly accustomed to the concept of not being able to smoke.


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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 Turkey 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 Turkey, 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 Turkey for free:

The Consumer Foodservice by Location in Turkey 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 Turkey?
  • What are the major brands in Turkey?
  • 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 Turkey - Industry Overview

EXECUTIVE SUMMARY

Consumer foodservice market registers negative growth in 2011

Smoking ban remains an obstacle to market growth

The market is characterised by independent players

Retail steals share from the standalone location

Positive constant value market growth anticipated for the forecast period

KEY TRENDS AND DEVELOPMENTS

Despite improving economic conditions, sales per outlet continue to decline

Smoking ban remains an obstacle to industry growth

Young population and rapid urbanisation drive industry growth

Increase in the number of shopping centres is positive for market growth

CITY KEY TRENDS AND DEVELOPMENTS

Istanbul

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

OPERATING ENVIRONMENT

DEFINITIONS

SOURCES

  • Summary 1 Research Sources

Consumer Foodservice in Turkey - Company Profiles

Duran Gida Maddeleri Ticaret Sanayi Ltd Sti in Consumer Foodservice (Turkey)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

SUPPLIERS

COMPETITIVE POSITIONING

  • Summary 4 Duran Gida Maddeleri Ticaret Sanayi Ltd Sti: Competitive Position 2011

Pizza Pizza Ltd in Consumer Foodservice (Turkey)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

SUPPLIERS

COMPETITIVE POSITIONING

  • Summary 7 Pizza Pizza Ltd: Competitive Position 2011

Ramiz Gida AS in Consumer Foodservice (Turkey)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

SUPPLIERS

COMPETITIVE POSITIONING

  • Summary 10 Ramiz Gida AS: Competitive Position 2011

Simit Sarayi in Consumer Foodservice (Turkey)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

SUPPLIERS

COMPETITIVE POSITIONING

  • Summary 13 Simit Sarayi: Competitive Position 2011

Sultan Ahmet Gida San Ve Tic Ltd Sti in Consumer Foodservice (Turkey)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

SUPPLIERS

COMPETITIVE POSITIONING

  • Summary 16 Sultan Ahmet Gida San Ve Tic Ltd Sti: Competitive Position 2011

100% Home Delivery/Takeaway in Turkey - Category Analysis

HEADLINES

TRENDS

  • In 2011, 100% home delivery/takeaway (HDTA) registered a very good performance both in terms of value sales and transactions. The category growth was stimulated by the performance of chained pizza 100% HDTA, which witnessed the highest value growth at the end of the review period. The growth in this category was attributed to a considerable number of new outlet openings by Domino’s Pizza and Little Caesar’s, which opened 59 and 39 new outlets in 2011, respectively. Furthermore, investments by these two chained companies in terms of promotional campaigns and new additions to their menus also fuelled the value growth in the category and increased the number of transactions per outlet. Since the economic crisis, which affected the country from 2008, Turkish people favoured spending time at home to watch television rather than going out, which made 100% HDTA a more popular option.

COMPETITIVE LANDSCAPE

  • In 2011 the leading player in 100% HDTA was Domino’s Pizza restaurants, owned by Pizza Restaurantlari. At the end of the review period the company also witnessed a notable increase in its share, In 2011 the company opened 59 new outlets, which was the main reason for its sales growth. Domino’s Pizza also benefited from the exit of Pasticceria Motta in 2010.

PROSPECTS

  • Over the forecast period, 100% HDTA is likely to demonstrate a constant value CAGR of 9% compared with a review period CAGR of 3%. The category’s sales were affected by the economic crisis over the review period, leading to a high number of outlet closures, including the exit of Patisserie Motta in 2010. Over the forecast period, the category is expected to benefit from improved economic conditions and an increased number of outlets in pizza 100% HDTA. Independent other 100% HDTA, on the other hand, will continue to experience a negative trend as they do not have the power to open new outlets or offer promotions, although the rate of decline will slow down significantly towards the end of the forecast period. The positive trend in pizza 100% HDTA will be reflected in sales per outlet, which is expected to increase to TL857,5 in 2016 from TL739,5 in 2011.

CATEGORY DATA

  • Table 12 100% Home Delivery/Takeaway by Category: Units/Outlets 2006-2011
  • Table 13 100% Home Delivery/Takeaway by Category: Number of Transactions 2006-2011
  • Table 14 100% Home Delivery/Takeaway by Category: Foodservice Value 2006-2011
  • Table 15 100% Home Delivery/Takeaway by Category: % Units/Outlets Growth 2006-2011
  • Table 16 100% Home Delivery/Takeaway by Category: % Transaction Growth 2006-2011
  • Table 17 100% Home Delivery/Takeaway by Category: % Foodservice Value Growth 2006-2011
  • Table 18 Global Brand Owner Shares of Chained 100% Home Delivery/Takeaway 2007-2011
  • Table 19 Brand Shares of Chained 100% Home Delivery/Takeaway 2008-2011
  • Table 20 Forecast Sales in 100% Home Delivery/Takeaway by Category: Units/Outlets 2011-2016
  • Table 21 Forecast Sales in 100% Home Delivery/Takeaway by Category: Number of Transactions 2011-2016
  • Table 22 Forecast Sales in 100% Home Delivery/Takeaway by Category: Foodservice Value 2011-2016
  • Table 23 Forecast Sales in 100% Home Delivery/Takeaway by Category: % Units/Outlets Growth 2011-2016
  • Table 24 Forecast Sales in 100% Home Delivery/Takeaway by Category: % Transaction Growth 2011-2016
  • Table 25 Forecast Sales in 100% Home Delivery/Takeaway by Category: % Foodservice Value Growth 2011-2016

Cafés/Bars in Turkey - Category Analysis

HEADLINES

TRENDS

  • In 2011, the overall value sales in cafés/bars declined on the previous year as a result of the ongoing effects of the smoking ban implemented in the summer of 2009 as well as the onset of the economic crisis. Although the smoking ban was implemented in the summer of 2009, many trade experts stated that the real effects only became evident in 2010, with the authorities further tightening their controls. Smoking prevalence is quite high in Turkey and consumers normally like to smoke while drinking tea or coffee. With the ban on smoking in foodservice outlets, transactions therefore declined. However, it was independent outlets rather than chained players that were the most negatively affected by these factors, as independent outlets did not have the resources to offer promotions in order to maintain their sales during the crisis, or sufficient outdoor space for their customers to sit outside and smoke. The rate of decline, however, was considerably lower in 2011 than the contracting CAGR of 6% registered over the review period as the effects of both the smoking ban and the economic crisis had started to lessen by 2011.

COMPETITIVE LANDSCAPE

  • In 2011, the value sales of cafés/bars remained highly fragmented, with local independent outlets dominant. Within chained companies, Yasar Dondurma ve Gida with its Mado Café outlets held the leading position. Mado Café was initially an ice cream café, and over the review period offered a wide range of cakes as well as ice cream and consequently changed its focus. It is a well-established and respected brand, and has the highest number of outlets in the category, which also helped to preserve its leading position. In 2011, Mado Café opened 21 new outlets to reach 240, leading to an increase in its value share and making it also the company to have the highest number of outlets in the category.

PROSPECTS

  • Over the forecast period, cafés/bars is expected to demonstrate positive constant value growth registering a CAGR of 1% compared to a negative CAGR of 13% in constant value terms over the review period. The small growth in the sector will stem from the performance of independent cafés/bars, as it will take longer for them to recover from the smoking ban (which was implemented in 2009) and the economic crisis. Chained cafés/bars, on the other hand, will demonstrate a CAGR of 11% over the forecast period, compared with a 3% CAGR over the review period in constant terms. The Turkish economy is expected to improve, especially from 2013 onwards, which will reflect on the general performance of cafés/bars. Total transactions per outlet will also recover for the overall category thanks to an increasing number of new outlets. Sales per outlet, however, will drop over the forecast period as a result of price competition between competitors.

CATEGORY DATA

  • Table 26 Cafés/Bars by Category: Units/Outlets 2006-2011
  • Table 27 Cafés/Bars by Category: Number of Transactions 2006-2011
  • Table 28 Cafés/Bars by Category: Foodservice Value 2006-2011
  • Table 29 Cafés/Bars by Category: % Units/Outlets Growth 2006-2011
  • Table 30 Cafés/Bars by Category: % Transaction Growth 2006-2011
  • Table 31 Cafés/Bars by Category: % Foodservice Value Growth 2006-2011
  • Table 32 Global Brand Owner Shares of Chained Cafés/Bars 2007-2011
  • Table 33 Brand Shares of Chained Cafés/Bars 2008-2011
  • Table 34 Forecast Sales in Cafés/Bars by Category: Units/Outlets 2011-2016
  • Table 35 Forecast Sales in Cafés/Bars by Category: Number of Transactions 2011-2016
  • Table 36 Forecast Sales in Cafés/Bars by Category: Foodservice Value 2011-2016
  • Table 37 Forecast Sales in Cafés/Bars by Category: % Units/Outlets Growth 2011-2016
  • Table 38 Forecast Sales in Cafés/Bars by Category: % Transaction Growth 2011-2016
  • Table 39 Forecast Sales in Cafés/Bars by Category: % Foodservice Value Growth 2011-2016

Consumer Foodservice by Location in Turkey - Category Analysis

HEADLINES

TRENDS

  • At the end of the review period, standalone location had the highest share in the market of 61%, down from 63% in 2005. Standalone lost share to retail, which increased from 13% in 2005 to 16% in 2011. The increasing strength of the retail location was due to a rapid increase in the number of shopping centres, where a rising number of foodservice outlets are located. All shopping centres in Turkey have food courts, which typically contain numerous consumer foodservice outlets. Shopping centres (retail) offer a large number of fast food outlets, cafés/bars and self-service cafeterias. In addition, many chained full-service restaurant outlets, particularly multinationals, such as Go Mongo, are based in shopping centres. Upmarket shopping centres, such as Kanyon and Istinye Park, are the preferred locations for foodservice outlets that target more affluent consumers.

COMPETITIVE LANDSCAPE

  • In the last two years of the review period, brands owned by TAB Gida San ve Ticaret, namely Burger King, Sbarro, Popeye’s, and Arby’s, saw a significant increase in outlet numbers in retail locations. The same applied to Anadolu Endüstri Holding, the operator of McDonald’s and the leading pizza full-service restaurants company, Pizza Pizza.

PROSPECTS

  • Over the forecast period, retail will demonstrate the highest growth both in terms of the number of outlets and retail sales. A rapid increase in the number of shopping centres in the country will be the reason for this growth.

CATEGORY DATA

  • Table 40 Consumer Foodservice Sales by Location: Units/Outlets 2006-2011
  • Table 41 Consumer Foodservice Sales by Location: Number of Transactions 2006-2011
  • Table 42 Consumer Foodservice Sales by Location: Foodservice Value 2006-2011
  • Table 43 Consumer Foodservice Sales by Location: % Units/Outlets Growth 2006-2011
  • Table 44 Consumer Foodservice Sales by Location: % Transaction Growth 2006-2011
  • Table 45 Consumer Foodservice Sales by Location: % Foodservice Value Growth 2006-2011
  • Table 46 Consumer Foodservice Sales through Standalone: Units/Outlets 2006-2011
  • Table 47 Consumer Foodservice Sales through Standalone: Number of Transactions 2006-2011
  • Table 48 Consumer Foodservice Sales through Standalone: Foodservice Value 2006-2011
  • Table 49 Consumer Foodservice Sales through Standalone: % Units/Outlets Growth 2006-2011
  • Table 50 Consumer Foodservice Sales through Standalone: % Transaction Growth 2006-2011
  • Table 51 Consumer Foodservice Sales through Standalone: % Foodservice Value Growth 2006-2011
  • Table 52 Consumer Foodservice Sales through Leisure: Units/Outlets 2006-2011
  • Table 53 Consumer Foodservice Sales through Leisure: Number of Transactions 2006-2011
  • Table 54 Consumer Foodservice Sales through Leisure: Foodservice Value 2006-2011
  • Table 55 Consumer Foodservice Sales through Leisure: % Units/Outlets Growth 2006-2011
  • Table 56 Consumer Foodservice Sales through Leisure: % Transaction Growth 2006-2011
  • Table 57 Consumer Foodservice Sales through Leisure: % Foodservice Value Growth 2006-2011
  • Table 58 Consumer Foodservice Sales through Retail: Units/Outlets 2006-2011
  • Table 59 Consumer Foodservice Sales through Retail: Number of Transactions 2006-2011
  • Table 60 Consumer Foodservice Sales through Retail: Foodservice Value 2006-2011
  • Table 61 Consumer Foodservice Sales through Retail: % Units/Outlets Growth 2006-2011
  • Table 62 Consumer Foodservice Sales through Retail: % Transaction Growth 2006-2011
  • Table 63 Consumer Foodservice Sales through Retail: % Foodservice Value Growth 2006-2011
  • Table 64 Consumer Foodservice Sales through Lodging: Units/Outlets 2006-2011
  • Table 65 Consumer Foodservice Sales through Lodging: Number of Transactions 2006-2011
  • Table 66 Consumer Foodservice Sales through Lodging: Foodservice Value 2006-2011
  • Table 67 Consumer Foodservice Sales through Lodging: % Units/Outlets Growth 2006-2011
  • Table 68 Consumer Foodservice Sales through Lodging: % Transaction Growth 2006-2011
  • Table 69 Consumer Foodservice Sales through Lodging: % Foodservice Value Growth 2006-2011
  • Table 70 Consumer Foodservice Sales through Travel: Units/Outlets 2006-2011
  • Table 71 Consumer Foodservice Sales through Travel: Number of Transactions 2006-2011
  • Table 72 Consumer Foodservice Sales through Travel: Foodservice Value 2006-2011
  • Table 73 Consumer Foodservice Sales through Travel: % Units/Outlets Growth 2006-2011
  • Table 74 Consumer Foodservice Sales through Travel: % Transaction Growth 2006-2011
  • Table 75 Consumer Foodservice Sales through Travel: % Foodservice Value Growth 2006-2011
  • Table 76 Forecast Consumer Foodservice Sales by Location: Units/Outlets 2011-2016
  • Table 77 Forecast Consumer Foodservice Sales by Location: Number of Transactions 2011-2016
  • Table 78 Forecast Consumer Foodservice Sales by Location: Foodservice Value 2011-2016
  • Table 79 Forecast Consumer Foodservice Sales by Location: % Units/Outlets Growth 2011-2016
  • Table 80 Forecast Consumer Foodservice Sales by Location: % Transaction Growth 2011-2016
  • Table 81 Forecast Consumer Foodservice Sales by Location: % Foodservice Value Growth 2011-2016
  • Table 82 Forecast Consumer Foodservice Sales through Standalone: Units/Outlets 2011-2016
  • Table 83 Forecast Consumer Foodservice Sales through Standalone: Number of Transactions 2011-2016
  • Table 84 Forecast Consumer Foodservice Sales through Standalone: Foodservice Value 2011-2016
  • Table 85 Forecast Consumer Foodservice Sales through Standalone: % Units/Outlets Growth 2011-2016
  • Table 86 Forecast Consumer Foodservice Sales through Standalone: % Transaction Growth 2011-2016
  • Table 87 Forecast Consumer Foodservice Sales through Standalone: % Foodservice Value Growth 2011-2016
  • Table 88 Forecast Consumer Foodservice Sales through Leisure: Units/Outlets 2011-2016
  • Table 89 Forecast Consumer Foodservice Sales through Leisure: Number of Transactions 2011-2016
  • Table 90 Forecast Consumer Foodservice Sales through Leisure: Foodservice Value 2011-2016
  • Table 91 Forecast Consumer Foodservice Sales through Leisure: % Units/Outlets Growth 2011-2016
  • Table 92 Forecast Consumer Foodservice Sales through Leisure: % Transaction Growth 2011-2016
  • Table 93 Forecast Consumer Foodservice Sales through Leisure: % Foodservice Value Growth 2011-2016
  • Table 94 Forecast Consumer Foodservice Sales through Retail: Units/Outlets 2011-2016
  • Table 95 Forecast Consumer Foodservice Sales through Retail: Number of Transactions 2011-2016
  • Table 96 Forecast Consumer Foodservice Sales through Retail: Foodservice Value 2011-2016
  • Table 97 Forecast Consumer Foodservice Sales through Retail: % Units/Outlets Growth 2011-2016
  • Table 98 Forecast Consumer Foodservice Sales through Retail: % Transaction Growth 2011-2016
  • Table 99 Forecast Consumer Foodservice Sales through Retail: % Foodservice Value Growth 2011-2016
  • Table 100 Forecast Consumer Foodservice Sales through Lodging: Units/Outlets 2011-2016
  • Table 101 Forecast Consumer Foodservice Sales through Lodging: Number of Transactions 2011-2016
  • Table 102 Forecast Consumer Foodservice Sales through Lodging: Foodservice Value 2011-2016
  • Table 103 Forecast Consumer Foodservice Sales through Lodging: % Units/Outlets Growth 2011-2016
  • Table 104 Forecast Consumer Foodservice Sales through Lodging: % Transaction Growth 2011-2016
  • Table 105 Forecast Consumer Foodservice Sales through Lodging: % Foodservice Value Growth 2011-2016
  • Table 106 Forecast Consumer Foodservice Sales through Travel: Units/Outlets 2011-2016
  • Table 107 Forecast Consumer Foodservice Sales through Travel: Number of Transactions 2011-2016
  • Table 108 Forecast Consumer Foodservice Sales through Travel: Foodservice Value 2011-2016
  • Table 109 Forecast Consumer Foodservice Sales through Travel: % Units/Outlets Growth 2011-2016
  • Table 110 Forecast Consumer Foodservice Sales through Travel: % Transaction Growth 2011-2016
  • Table 111 Forecast Consumer Foodservice Sales through Travel: % Foodservice Value Growth 2011-2016

Fast Food in Turkey - Category Analysis

HEADLINES

TRENDS

  • In 2011, fast food was the second most dynamic category in current value terms in the Turkish foodservice market. All other categories of the foodservices market, apart from 100% home delivery/takeaway, declined at the end of the review period due to adverse economic conditions. On the other hand, during the economic crisis fast food benefited and eroded the share of the other categories thanks to its lower prices compared with other foodservice outlets, and convenience. However, the success of the category stemmed from the dynamism in chained fast food restaurants, whereas independent restaurants registered declining sales as a result of a drop in the number of outlets as they were not strong enough to offer attractive promotions in order to attract consumers.

COMPETITIVE LANDSCAPE

  • In 2011, TAB Gida San ve Ticaret preserved its leading position within fast food with its Burger King (burger fast food), Sbarro (pizza fast food) and Popeye’s (chicken fast food) and Arby’s (bakery products fast food) brands. The company’s leading position was strengthened after it acquired the Arby’s brand from Celebi Holding in 2010. The company’s leading position stems largely from its leadership in burger fast food, where it held the highest number of outlets. At the end of the review period, TAB Gida also recorded the highest share increase of almost two percentage points thanks to investing most in the new outlet openings for all its brands - a total of 213 new outlets in one year. The company was also active in terms of promotions and new menu launches. For example, in 2011 it launched the Big King Extra Menu that consists of three layers of hamburger along with large fries and a drink, and also included apple soufflé to its desserts menu. Under its Burger King brand, the company started a campaign called, “The Monopoly Madness” in which consumers purchasing a menu worth TL5 or more between 3/12/2011 and 31/3/2012, were provided with a card entering them into a draw and the chance to win a number of gifts, including cars and IPads.

PROSPECTS

  • Over the forecast period, fast food will demonstrate a very good performance, registering a CAGR of 16%, compared to a CAGR of 13% in constant value terms over the review period. The growth in the category will largely be stimulated by the growing number of outlets, new company entries, and advertising and promotional campaigns implemented by companies. Chained companies are expected to further engage in franchising over the forecast period. For example, McDonald’s, which had ceased providing any new franchises in 2001, decided to employ this strategy again from 2011.

CATEGORY DATA

  • Table 112 Fast Food by Category: Units/Outlets 2006-2011
  • Table 113 Fast Food by Category: Number of Transactions 2006-2011
  • Table 114 Fast Food by Category: Foodservice Value 2006-2011
  • Table 115 Fast Food by Category: % Units/Outlets Growth 2006-2011
  • Table 116 Fast Food by Category: % Transaction Growth 2006-2011
  • Table 117 Fast Food by Category: % Foodservice Value Growth 2006-2011
  • Table 118 Sales of Bakery Products Fast Food by Type 2008-2011
  • Table 119 Global Brand Owner Shares of Chained Fast Food 2007-2011
  • Table 120 Brand Shares of Chained Fast Food 2008-2011
  • Table 121 Forecast Sales in Fast Food by Category: Units/Outlets 2011-2016
  • Table 122 Forecast Sales in Fast Food by Category: Number of Transactions 2011-2016
  • Table 123 Forecast Sales in Fast Food by Category: Foodservice Value 2011-2016
  • Table 124 Forecast Sales in Fast Food by Category: % Units/Outlets Growth 2011-2016
  • Table 125 Forecast Sales in Fast Food by Category: % Transaction Growth 2011-2016
  • Table 126 Forecast Sales in Fast Food by Category: % Foodservice Value Growth 2011-2016

Full-Service Restaurants in Turkey - Category Analysis

HEADLINES

TRENDS

  • In 2011, full-service restaurants registered overall current value decline. This was due to the ongoing adverse effects of the economic crisis and the smoking ban implemented in the summer of 2009. However, it was independent outlets rather than chained players that were affected by the adverse trends as independents had little or no power to adopt their strategies to limit their losses. A significant reason for the negative trend in the category was the declining number of independent outlets. The only two chained categories that saw negative growth in 2011 were North American full-service restaurants and European full-service restaurants. In North American full-service restaurants, TGI Friday’s was the only chained company while in European full-service restaurants Wienerwald and Obika represented the only chained presence. TGI Friday’s and Winerwald saw significant decreases in their total sales after TGI Friday’s closed one of its two outlets and Wienerwald closed seven of its outlets at the end of the review period. In 2011, the Spanish brand Obika entered the market (owned by Obika Turkiye) and opened an outlet in the upmarket Kanyon shopping centre in Istanbul. However, the entry of this new brand was not sufficient to increase the overall sales of the category as Winerwald had the dominant share.

COMPETITIVE LANDSCAPE

  • In 2011, the value shares in full-service restaurants were very fragmented due to the wide dominance of independent local companies. Middle Eastern full-service restaurants held the largest share of independent outlets. Local companies were also present in pizza full-service restaurants. International companies, thus, had a small share of the total market. International players were dominant in chained European, Asian, Latin American and North American full-service restaurants.

PROSPECTS

  • Over the forecast period, full-service restaurants is predicted to register a negative CAGR of 1%, mainly due to the underperformance of independent restaurants. The decline in the category will, however, be significantly lower compared to the review period value decline. The last three years of the review period witnessed outlet closures and the exit of a number of full-service restaurants, leading to a negative CAGR of 12% over the review period. However, chained full-service restaurants is expected to register a CAGR of 6% in constant value terms over the forecast period, compared with a CAGR of only 1% in constant value terms over the review period. This will stem from an acceleration of growth from 2012 onwards, in line with economic recovery. Growth will be further fuelled by the increasing number of outlets in the category. Furthermore, the smoking ban, which was extended to foodservice outlets in the summer of 2009, will have less of an effect on growth as consumers are expected to become accustomed to not smoking in restaurants.

CATEGORY DATA

  • Table 127 Full-Service Restaurants by Category: Units/Outlets 2006-2011
  • Table 128 Full-Service Restaurants by Category: Number of Transactions 2006-2011
  • Table 129 Full-Service Restaurants by Category: Foodservice Value 2006-2011
  • Table 130 Full-Service Restaurants by Category: % Units/Outlets Growth 2006-2011
  • Table 131 Full-Service Restaurants by Category: % Transaction Growth 2006-2011
  • Table 132 Full-Service Restaurants by Category: % Foodservice Value Growth 2006-2011
  • Table 133 Global Brand Owner Shares of Chained Full-Service Restaurants 2007-2011
  • Table 134 Brand Shares of Chained Full-Service Restaurants 2008-2011
  • Table 135 Forecast Sales in Full-Service Restaurants by Category: Units/Outlets 2011-2016
  • Table 136 Forecast Sales in Full-Service Restaurants by Category: Number of Transactions 2011-2016
  • Table 137 Forecast Sales in Full-Service Restaurants by Category: Foodservice Value 2011-2016
  • Table 138 Forecast Sales in Full-Service Restaurants by Category: % Units/Outlets Growth 2011-2016
  • Table 139 Forecast Sales in Full-Service Restaurants by Category: % Transaction Growth 2011-2016
  • Table 140 Forecast Sales in Full-Service Restaurants by Category: % Foodservice Value Growth 2011-2016

Self-Service Cafeterias in Turkey - Category Analysis

HEADLINES

TRENDS

  • In 2011, self-service cafeterias had a bad year in terms of current value and outlet growth. Both the chained and independent outlets declined in number of outlets, due to the ongoing negative effects of the financial crisis, which in turn negatively affected value sales. The only two chained companies in the category were Vapiano and Ikea, which meant that the performance of these companies had a strong and direct influence on the category itself. In 2011, the number of outlets owned by Vapiano dropped from three to two in 2011 over the previous year. Nonetheless, the number of outlets owned by Ikea increased from 4 in 2010 to 5 in 2011. The sales growth registered by Ikea led to 6% growth in the chained category in 2011. The bad performance of Vapiano slowed down the overall growth of chained self-service cafeterias which saw 25% CAGR over the review period. Nonetheless, the value decrease of independent outlets in 2011 stayed at 3% whilst the CAGR decline of 4% was registered over the review period. This was as a result of better economic climate in the country at the end of the review period. As chained outlets represented only a 1% share of the total sales within the category, its performance did not have much of a bearing on the overall growth of self-service cafeterias as a whole.

COMPETITIVE LANDSCAPE

  • In 2011, independent local companies accounted for almost all self-service cafeterias value sales, whereas the share of chained outlets was only 1%. Vapiano was the only chained company and it had two outlets at the end of the review period, down from three in 2010. As a result of the drop in the number of its outlets, the company’s value sales and transactions went down significantly, registering a 33% value decline in 2011. In 2009, the company had decided to expand through opening new outlets and opened two new outlets, however, by 2011 it closed one of its three outlets as it was no longer profitable.

PROSPECTS

  • Over the forecast period, service cafeterias is expected to demonstrate a marginally declining CAGR in constant terms, much improved from the declining CAGR of 10% in constant terms over the previous five years. The decline in the category will be the result of the dominance of independent outlets. As a result of heavy competition from a rising number of fast food outlets and the decreasing spend per transaction due to price competition, the constant value sales of independent outlets will decline. On the other hand, the number of outlets in the category will go up with improved economic conditions making business owners more confident in opening new outlets.

CATEGORY DATA

  • Table 141 Self-Service Cafeterias: Units/Outlets 2006-2011
  • Table 142 Self-Service Cafeterias: Number of Transactions 2006-2011
  • Table 143 Self-Service Cafeterias: Foodservice Value 2006-2011
  • Table 144 Self-Service Cafeterias: % Units/Outlets Growth 2006-2011
  • Table 145 Self-Service Cafeterias: % Transaction Growth 2006-2011
  • Table 146 Self-Service Cafeterias: % Foodservice Value Growth 2006-2011
  • Table 147 Global Brand Owner Shares of Chained Self-Service Cafeterias 2007-2011
  • Table 148 Brand Shares of Chained Self-Service Cafeterias 2008-2011
  • Table 149 Forecast Sales in Self-Service Cafeterias: Units/Outlets 2011-2016
  • Table 150 Forecast Sales in Self-Service Cafeterias: Number of Transactions 2011-2016
  • Table 151 Forecast Sales in Self-Service Cafeterias: Foodservice Value 2011-2016
  • Table 152 Forecast Sales in Self-Service Cafeterias: % Units/Outlets Growth 2011-2016
  • Table 153 Forecast Sales in Self-Service Cafeterias: % Transaction Growth 2011-2016
  • Table 154 Forecast Sales in Self-Service Cafeterias: % Foodservice Value Growth 2011-2016

Street Stalls/Kiosks in Turkey - Category Analysis

HEADLINES

TRENDS

  • In 2011, the value sales of independent traditional street stalls/kiosks’ continued to decline as there were stricter controls over unlicensed streets stalls, which form the majority of total street stalls, due to hygiene issues. Independent street stalls accounted for 98% of all outlets, and thus the decline in the independent channel affected the overall category performance. The overall category registered a CAGR of 1% in outlet terms over the review period. However, the category’s poor performance began just after the economic crisis in 2009. On top of the economic crisis, the category was also negatively affected by the genetically modified (GM) food scare. More specifically, in 2009 it was announced that corn products are a major GM food. This affected chains in 2009 as the company that dominates chained players, Daily Fresh, specialises in sales of sweet corn. Although Daily Fresh announced that the corn it uses was not genetically modified, the number of its points of sale fell significantly in 2009, leading to a sharp decline in sales. In 2010 and 2011, however, the number of outlets for Daily Fresh went up again as people were no longer overly concerned about GM food, which led to increasing the sales of chained companies.

COMPETITIVE LANDSCAPE

  • In 2011, local independent street stalls/kiosks had a dominant role in the category with an 85% value share, dropping from 87% in 2010. The leading chained company was Daily Fresh – a Malaysian chain operated by Taze Misir Gida ve Dis Ticaret Ltd Sirketi in Turkey. In 2005 Daily Fresh was the only chained company in the category, but by the end of the review period many other brands had emerged. This meant that the share of Daily Fresh dropped to 57% in 2011 from 79% in 2006 in chained street stalls/kiosks. The number of the company’s outlets dropped from 140 in 2008 to 99 in 2011.

PROSPECTS

  • Over the forecast period, constant value sales of street stalls/kiosks are expected to decline by a CAGR of 1%, due in the main to the dominance of independent street stalls. Over the review period, the value sales of independent street stalls went down significantly as a result of government measures to restrict the presence of unlicensed street stalls for reasons of hygiene. Nevertheless, although the constant value sales of independent street stalls will continue to go down over the forecast period, independent stalls will decline by a CAGR of 5% in constant terms over the forecast period, representing an improvement from the declining CAGR of 9% over the review period. The rate of decline will slow because the municipalities of large cities will provide operators based in busy areas of cities with special portable vehicles in an attempt to regulate them.

CATEGORY DATA

  • Table 155 Street Stalls/Kiosks: Units/Outlets 2006-2011
  • Table 156 Street Stalls/Kiosks: Number of Transactions 2006-2011
  • Table 157 Street Stalls/Kiosks: Foodservice Value 2006-2011
  • Table 158 Street Stalls/Kiosks: % Units/Outlets Growth 2006-2011
  • Table 159 Street Stalls/Kiosks: % Transaction Growth 2006-2011
  • Table 160 Street Stalls/Kiosks: % Foodservice Value Growth 2006-2011
  • Table 161 Global Brand Owner Shares of Chained Street Stalls/Kiosks 2007-2011
  • Table 162 Brand Shares of Chained Street Stalls/Kiosks 2008-2011
  • 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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