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Country Report

Consumer Foodservice in Venezuela

Aug 2011

Price: US$1,900

About this Report

About this Report

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Overview

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

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

If you're in the Consumer Foodservice industry in Venezuela, 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 Venezuela for free:

The Consumer Foodservice in Venezuela market research report includes:

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

Our market research reports answer questions such as:

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

Why buy this report?

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

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

Sample Analysis

EXECUTIVE SUMMARY

Consumer foodservice value continues to decrease in an adverse business environment

Consumer foodservice was seriously affected by two years of negative economic growth in 2009 and 2010. As consumers suffered strong financial constraints, visits to outlets decreased and people traded down from expensive to affordable brands. Annual inflation of 30% eroded spending power and therefore Venezuelans were forced to dedicate their limited income to basic goods and services. Given these conditions, most firms focused on low-price offers instead of innovations and value-added offers.

Expropriations and regulatory obstacles worsen the investment climate

The environment for consumer foodservice operations worsened in 2010. Additional expropriations took place in that year, thus increasing uncertainty about running private business in Venezuela. Although no consumer foodservice firm was expropriated, the whole investment climate was negatively affected. Product shortages continued as a result of import restrictions and administrative obstacles. Many companies therefore had severe difficulties in operating.

Competition remains strong with independents dominating consumer foodservice

In 2010, the top five value positions were held by multinational fast food brands. McDonald’s led, followed by Wendy’s, Arturo’s, Subway and Burger King. Nevertheless, consumer foodservice is dominated by small, independent firms since chains are mainly present in fast food, specialist coffee shop and pizza 100% home delivery/takeaway.

High crime rates make malls the most preferred location for consumer foodservice operations

As crime rates make the country one of the most violent in Latin America in 2010, both consumers and firms consider criminality an important factor in decision-making. Closed malls, where surveillance is guaranteed, are increasingly preferred as venues, especially at night. Nevertheless, stand-alone locations remained the most common in consumer foodservice, since retailing centres are low in number when compared to the population size.

Positive, low value growth forecast for 2010-2015 due to regulatory and economic difficulties

Culture will support positive growth over the forecast period, despite a difficult economic environment. Venezuelans are very social people and those in middle and upper-income groups are likely to find opportunities to eat out with relatives, friends and colleagues. Busy routines will help since many people lack time to prepare meals at home. However, low disposable income will favour fast food outlets as an affordable option to get a complete meal.

Table of Contents

Table of Contents

Consumer Foodservice in Venezuela - Industry Overview

EXECUTIVE SUMMARY

Consumer foodservice value continues to decrease in an adverse business environment

Expropriations and regulatory obstacles worsen the investment climate

Competition remains strong with independents dominating consumer foodservice

High crime rates make malls the most preferred location for consumer foodservice operations

Positive, low value growth forecast for 2010-2015 due to regulatory and economic difficulties

KEY TRENDS AND DEVELOPMENTS

Recession drives more price-based offerings

Business environment becomes highly challenging for private firms

Chains market their brands through social networks

Electricity crisis remained a relevant operating obstacle

Caracas strengthens its position as main city for consumer foodservice

MARKET DATA

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

APPENDIX

National Consumer Expenditure

OPERATING ENVIRONMENT

DEFINITIONS

  • Summary 1 Research Sources

Consumer Foodservice in Venezuela - Company Profiles

Café Fama de América CA in Consumer Foodservice (Venezuela)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

SUPPLIERS

COMPETITIVE POSITIONING

Chip a Cookie SA in Consumer Foodservice (Venezuela)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

SUPPLIERS

COMPETITIVE POSITIONING

  • Summary 5 Chip A Cookie: Competitive Position 2010

Empresas Polar CA in Consumer Foodservice (Venezuela)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

SUPPLIERS

COMPETITIVE POSITIONING

  • Summary 8 Empresas Polar: Competitive Position 2010

Inversiones 4847 CA in Consumer Foodservice (Venezuela)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

SUPPLIERS

COMPETITIVE POSITIONING

  • Summary 11 Inversiones 4847 CA: Competitive Position 2010

Plumrose Latinoamericana CA in Consumer Foodservice (Venezuela)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

SUPPLIERS

COMPETITIVE POSITIONING

  • Summary 14 Plumrose Latinoamericana CA: Competitive Position 2010

100% Home Delivery/Takeaway in Venezuela - Category Analysis

HEADLINES

TRENDS

  • Price increases due to inflation resulted in value sales registering negative constant value growth in 2010. Due to difficult economic conditions, consumers reduced purchases from 100% home delivery/takeaway outlets. Since spending at consumer foodservice outlets was restricted, Venezuelans preferred eating out at a fast food brand or an economy outlet. In addition, prices at the most recognised brands, such as Domino’s Pizza and Papa John’s, tended to be higher than McDonald’s and Wendy’s when comparing similar portions. Chained brands did not expand their networks. Investment in underexploited cities diminished as long as disposable income decreased in middle-income groups.

COMPETITIVE LANDSCAPE

  • The multinational brand Domino’s Pizza maintained leadership in value share with 16% in 2010. The NBO, Franquicia Domisona, enjoyed increased share in 2010 thanks to higher unit prices and weaker competition from other firms. The company did not open any new outlets since 2006 because it is already present in all important cities with 33 outlets. Its prices are the highest and therefore target affluent consumer groups. Instead of opening outlets, the chain decided to increase the variety of menu options by including baked sandwiches, which were well-received by the Venezuelan market.

PROSPECTS

  • 100% home delivery/takeaway will have moderate constant value growth over the forecast period because the consumer base is not expected to expand significantly. Firms will focus on promotions to convince existing clients to make more frequent purchases. Additional buyers are not expected because of the high unit price of most of the options, especially in 100% pizza home delivery/takeaway. In addition, cultural factors favour eating out instead of having meals at the office or at home. Since the main cities have many fast food brands and economy restaurants, people will go out at lunch time.

CATEGORY DATA

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

Cafés/Bars in Venezuela - Category Analysis

HEADLINES

TRENDS

  • Cafés/bars was negatively impacted by the recession. Constant value continued to decrease in 2010 in specialist coffee shops and bars/pubs. Lower transaction numbers and closures were the main reasons. Consumers faced strong budget constraints therefore going out at night and visits to specialist coffee shops were not as common.

COMPETITIVE LANDSCAPE

  • Since most of the units are operated by independents, there is no leading brand in cafés/bars. Chains are only present in specialist coffee shops where the domestic brand Oh La La has the top position with 35% value share in 2010. This chain has 25 outlets and a complete menu that includes a wide range of food options, instead of the typical narrow menu of specialist coffee shops. It was initially created as a place for gourmet coffee and waffles but later introduced sandwiches and other complete meals. Oh La La has two outlet formats: the island type with area of 20-25 sq m, commonly installed in high-traffic corridors inside malls. This format requires additional room to place tables for eating. The food court type needs minimum area of 50 sq m and offers a wider menu than the island type.

PROSPECTS

  • Cafés/bars will be negatively affected by a difficult economic environment over the forecast period. Most of the growth will be driven by panaderías, which will remain a favourite place for many consumer foodservice occasions. This format is easily adapted to consumer preferences.

CATEGORY DATA

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

Consumer Foodservice by Location in Venezuela - Category Analysis

HEADLINES

TRENDS

  • The development rate of malls diminished in Venezuela in 2010 as a result of an unfavourable business environment. Electricity shortages and expropriation of the Sambil Candelaria Mall were two relevant problems in 2010. Nevertheless, malls continued to be a favoured location for many consumer foodservice brands, partly due to increasing criminality. Venezuela is positioned among the most violent countries in the world with a rate of homicides of more than 70 per 100,000 inhabitants. Although malls are not exempt from crime statistics, these locations certainly offer much higher protection than stand-alone outlets. Criminality is the major concern for Venezuelans according to a survey conducted in mid-2010. It is a concern for firms as well, since assaults and robberies are frequent at stand-alone outlets.

COMPETITIVE LANDSCAPE

  • Since there are few travel, leisure and lodging sites, competition among non-stand-alone locations is low. Rivalry exists exclusively between large fast food chains that must choose between the newest malls and attractive sites available at high-traffic streets. Nevertheless, those cases do not represent important trade-offs because outlets tend to vary according to the location. Malls often have smaller outlets placed at food courts whilst stand-alone units are usually large and offer value-added services such as drive-through facilities and playgrounds.

PROSPECTS

  • Malls will remain the favourite destination for many brands, especially in fast food. This kind of location will show the highest growth rate over the forecast period. Security concerns and the convenience of having a wide range of stores and services in a single destination rank malls in a good position when compared to stand-alone locations. There are several malls planned for the forecast period and therefore new retail locations will appear before 2015. Nevertheless, it is expected that new malls will replace some of the oldest shopping centres thus increasing the total number by a very small amount. Besides the increasing weight of retail locations in consumer foodservice, stand-alone sites will continue to be the largest type.

CATEGORY DATA

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

Fast Food in Venezuela - Category Analysis

HEADLINES

TRENDS

  • Fast food companies focused their marketing efforts on low-priced options and good deals, since many consumers were deterred from visiting consumer foodservice outlets due to reduced disposable income. After two years of negative economic growth in 2009 and 2010 most households had to limit a wide range of non-basic expenses, including outings to fast food outlets. Fast food remained highly popular among several consumer groups but increasing unemployment and poor economic activity affected transactions. A typical family of four spent BsF120-160 on a visit to McDonald’s, which was similar to the average daily income per household in 2010. Given this, most of the recognised brands introduced ways to have a reduced-price meal. For instance, McDonald’s offers a different medium-size meal equivalent for every weekday at the promotional price of BsF25, which is 20% lower than the regular price. Another promotion from the company, called Antojos, allows obtaining one item for only BsF8, if the consumer also purchases a meal equivalent. Other large chains like Wendy’s, Burger King and KFC also followed the trend of price-based promotions.

COMPETITIVE LANDSCAPE

  • The multinational brand McDonald’s maintained leadership with 30% value share in fast food and 137 units in 2010. Only three fast food chains have more than 100 outlets in Venezuela. The other two are the sandwich specialist Subway and the domestic ice cream fast food brand EFE. McDonald’s opened two new outlets in 2010. Its expansion was moderate over the review period with only seven units added. Although the company announces future openings, it seems close to its potential size since it is already present in all Venezuelan cities, not only the largest ones.

PROSPECTS

  • Fast food will benefit from the unfavourable economic environment, since many middle-income consumers will not be able to trade up from fast food to good-quality full-service restaurants. Nevertheless, fast food players will face difficulties to attract lower-income groups, since unit prices will remain too high for the largest percentage of the population.

CATEGORY DATA

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

Full-Service Restaurants in Venezuela - Category Analysis

HEADLINES

TRENDS

  • There were 62 chained outlets operating in full-service restaurants in 2010. Besides its potential growth, all chains stagnated due to severe difficulties in the latter half of the review period. International brands such as Tony Roma’s and TGI Friday’s were obstructed in their menu offerings because of lack of product availability. Since import restrictions became stronger in 2010 due to government regulations, many consumer foodservice outlets could not obtain all the ingredients required for their regular dishes. In addition, uncertainty about discretionary decisions increased perceived risks when planning large investments. Expropriation of several firms and labour problems faced by the Tony Roma’s outlet in Puerto Ordaz City deterred many private players from developing new investment projects in Venezuela. As a result, Pizza Hut was the only full-service restaurants chain that expanded, albeit with only one unit added in 2010.

COMPETITIVE LANDSCAPE

  • Competition is strong in full-service restaurants and it is dominated by independents. The largest chains are the domestic player Inversiones 4847 with its Memphis brand and the multinational brands Pizza Hut and TGI Friday’s but each had less than 14 units in 2010. Expansion of foreign franchises was limited because they commonly demand high unit prices and face competition from a wide range of full-service restaurants. Value share was adversely affected as chained brands remained stagnant in outlet growth in 2010 and many consumers shifted to lower-priced options.

PROSPECTS

  • Sales will register a low increase over the forecast period with a constant period growth rate of 3%. The outlet number will follow the decreasing trend seen in 2009 and 2010. The less competitive brands will disappear given the economic difficulties. Sophisticated, expensive offerings will be few and will be concentrated in Caracas. Only a small percentage of people will be able to visit high-price brands. As a result, average spend per transaction will register a positive but low increase between 2010-2015.

CATEGORY DATA

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

Self-Service Cafeterias in Venezuela - Category Analysis

HEADLINES

TRENDS

  • Self-service cafeterias are not present in Venezuelan consumer foodservice, excluding those operating in captive environments such as hospitals and universities. The few brands that appeared over the review period did not show significant growth and remained focused on Caracas. They compete with fast food brands by offering two advantages: payment for the specific weight of food wanted by the consumer and home-made food. The existing brands offer an informal environment and operate in small selling areas in high-traffic sites.

COMPETITIVE LANDSCAPE

  • First movers were two Venezuelan chefs who became TV personalities. They separately launched Lozano Express and Da Dino. The format was imitated by some brands over the review period, namely Marie’s and Kilo Gourmet. However, none reached significant size. Besides being supported by famous names in the gastronomic environment, Da Dino and Lozano Express could not reach five outlets at the end of the review period.

PROSPECTS

  • A few entrants are expected to enter self-service cafeterias before 2013, particularly in the high-traffic sites of the largest cities as they have the most potential. Nevertheless, the format is not predicted to achieve significant size. Factors limiting development in 2010 will remain relevant obstacles for future growth.

Street Stalls/Kiosks in Venezuela - Category Analysis

HEADLINES

TRENDS

  • Street stalls/kiosks is shaped by numerous small, independent outlets along the streets in all cities and towns in Venezuela. Most of the units are managed by family-owned entities created to provide revenues to low-income households. People who lack a formal job or face economic troubles are therefore inclined to install a street stall or a small kiosk to rapidly obtain income. However, there is another group of street stalls/kiosks, which is very small in terms of outlet number when compared to the total size. This group embraces chained brands commonly placed in malls and other high-traffic, secure sites. Chained street stalls/kiosks outlets are well-designed and constructed as an alternative to the independent ones, which typically lack a good image.

COMPETITIVE LANDSCAPE

  • Due to the high percentage of independents, it is not possible to have a leader. The brands with the largest sales are the chains Chicha Croquer, Plumrose Express and Dog & Ball. They have 160, 85 and 62 units respectively which led to their relevant positions. These top three players registered slight decrease in value share in 2010 since their networks seem close to their potential size. At the same time, other players expanded and some independents entered the market.

PROSPECTS

  • Street stalls/kiosks is expected to register the second highest growth rate over the 2010-2015 period, behind fast food. Street stalls/kiosks will remain preferred by a large consumer base because of its low prices and convenient formats. At the same time, street stalls/kiosks is likely to receive investment from small, domestic entrepreneurs. In contrast, large investors tend to have a broader range of locations to choose from when planning investment projects. Since Venezuela has an unfavourable investment climate when compared to other Latin American countries, it will have a low rate of new large investment projects in consumer foodservice over the forecast period.

CATEGORY DATA

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

Segmentation

Segmentation

This market research report includes the following:

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

Statistics Included

Statistics Included

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

From Passport

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

Market size details:

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

Methodology

Methodology

Global insight and local knowledge

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

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

Industry specialists

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

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

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

Country and regional analysts

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

In-country research network

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

Research Methodology

Our research methods

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

Desk research

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

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

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

Store checks

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

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

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

Trade survey

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

Trade surveys allow us to:

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

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

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

Company analysis

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

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

Forecasts

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

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

Data validation

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

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

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

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

Market analysis

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

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

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