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Country Report

Ready Meals in the United Arab Emirates

Nov 2010

Price: $900

About this Report

About this Report

Delivery method: instant download
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Market statistics: Excel workbook doc_excel_table.png (download a sample)

Overview

Discover the latest market trends and uncover sources of future market growth for the Ready Meals industry in United Arab Emirates 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 Ready Meals industry in United Arab Emirates, our research will save you time and money while empowering you to make informed, profitable decisions.

The Ready Meals in United Arab Emirates market research report includes:

  • Analysis of key supply-side and demand trends
  • Detailed segmentation of international and local products
  • 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 Ready Meals in United Arab Emirates?
  • What are the major brands in United Arab Emirates?
  • Will retail sales suffer as economic prospects improve and consumers move back to eating out rather than eating at home?
  • How are manufacturers leveraging popular restaurant chains to help more austere consumers recreate a restaurant experience at home?
  • How much are consumers willing to pay for convenience?

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 Packaged Food market research database.

Sample Analysis

TRENDS

  • The traditional image of frozen pizza and frozen ready meals changed in 2010, with a growing number of manufacturers such as Al Kabeer Group of Companies and Gulf Food Industries focusing on offering premium frozen produce that promises fresh flavour and nutrition as well as convenience. Whereas ready meals once had a reputation for being tasteless and unhealthy, millions of consumers began to rely on microwaveable meals during the review period in order to save time and effort. A growing number were attracted by manufacturers expanding their healthy-eating ranges and emphasising the use of natural ingredients. This strategy proved particularly powerful in the UAE where the majority of food is imported and thus more likely to suffer from a lack of freshness. This growing consumer appreciation of the benefits of frozen food thus offers strong opportunities for frozen ready meals and frozen pizza.

COMPETITIVE LANDSCAPE

  • Gulf Food Industries is the leading player in ready meals, accounting for 34% value share in 2009, with the only other significant player being Al Kabeer Group of Companies with 27% value share. These players benefit from offering strong and well-established brands, such as Gulf Food Industries’ California Garden and Americana and Al Kabeer’s eponymous Al Kabeer range. These brands benefit from effective distribution via supermarkets/hypermarkets and from strong marketing support in the form of TV advertising and in-store promotions. Al Kabeer also benefits from its focus on Asian cuisine, which appeals to UAE’s large Asian expatriate population. These domestic firms also jointly dominate thanks to their products’ affordable prices.

PROSPECTS

  • The volume of ready meals produced within the UAE is expected to increase during the forecast period. Gulf Foods manufactured its products in Saudi Arabia and Egypt during the review period but plans to open a frozen processed food factory in Dubai during the forecast period. Singapore Food Industries meanwhile also plans to boost its presence in the Middle East by building a ready meals factory in UAE. Localised production is expected to result in the development of products that aim to cater to local consumers’ demands and could also result in costs and thus unit prices being lowered by players.

Trends

  • The United Arab Emirates economy remained mired in recession in 2010, and this impacted foodservice. The latter was broadly impacted by the lower arrival of tourists and new resident expatriates as well as the lower consumer spending by the incumbent population. First, following the outbreak of the crisis back in 2008, thousands of expatriates fled the United Arab Emirates back to their home countries amid a mass of redundancies and a growing feel of job insecurity. This decline definitely took its toll on foodservice, which was further exacerbated by the lower tourist arrivals. In 2010, although inbound tourism flows improved, they still fell short of the pre-crisis levels of approximately eight million tourists per year. Second, although the global financial crisis had hit the United Arab Emirates economy in the third quarter of 2008, its repercussions were still being felt at the end of the review period in the economy, especially in an area such as foodservice where consumer spending on dining out was negatively impacted. Foodservice outlets responded with a spate of price cuts and promotional offers in an effort to revive the industry; however, these efforts failed to reinstate pre-crisis growth levels.

Competitive Landscape

  • Leader Federal Foods LLC extended its lead over foodservice as it continued diversifying its distribution capabilities. Product diversification has always been pivotal to the company’s positioning, and in 2010 it added new products to its portfolio such as Mani & Co – a leading regional producer of nuts and fruit snacks. With around 20 years in the foodservice business, Federal Foods LLC is widely regarded as the top player in the country’s foodservice industry, due to its strong ties with hotels as well as a product portfolio encompassing household brands such as Sadia, Emborg and Farm Frites.

Prospects

  • The United Arab Emirates economy is expected to post signs of recovery by 2011, a recovery that is conservatively expected to last until 2013. During this first half of the forecast period, the expected economic recovery will reflect positively on consumer purchasing power and foodservice volume sales. As consumer confidence hit record lows in 2009, it will however take some time for confidence to be fully restored. The crisis has resulted in consumers being more cost-conscious, and they are anticipated to monitor their spending as a precaution against any unexpected downfall similar to that of the global financial crisis.

Trends

  • In the wake of the financial crisis and economic downturn, consumers turned to impulse and indulgence products for some respite from belt-tightening. Chocolate confectionery in particular drove this trend, due to its position as an affordable treat. Although these conditions secured demand for chocolate confectionery, consuming the right type of chocolate was shaped by other trends such as trading down, premiumisation and healthy eating. First, the post-crisis low consumer confidence spurred trading down to cheaper brands namely among middle-income earners, which was supported by new launches such as Big Break by Seville Foods Ltd (IFFCO Group Company), a cheaper alternative to Nestlé’s KitKat. Second, upmarket chocolatiers continued their foray into United Arab Emirates packaged food as premiumisation remained in place. Third, the rising health awareness in the United Arab Emirates spurred demand for dark chocolate, sugar-free products and natural ingredients, with manufacturers capitalising on this opportunity with ranges of dark chocolate.

Competitive Landscape

  • Mars GCC maintained its lead over impulse and indulgence products with a retail value share of 16% in 2009, followed by artisanal with a retail value share of 13%. The company’s leadership came on the back of brand loyalty, new product developments and marketing spending. By the same token, Nestlé Middle East FZE was ranked third with a retail value share of 11%.

Prospects

  • The healthy eating trend is anticipated to strongly make its way through the forecast period, as more and more consumers will acknowledge its importance. Demand for low fat and low sugar products will continue to increase and more value-added products will enter impulse and indulgence; snack bars with added calcium, vitamins and iron, or biscuits with added fibre and dark chocolate with higher levels of antioxidants.

Trends

  • The two key 2010 trends have been trading down to cheaper brands and the rising health awareness. First, due to the tough economic conditions and the diminishing purchasing power of low- to middle- income earners, many consumers shifted to more affordable alternatives of nutrition/staples. These consumers opted to tighten their budgets, and shifted away from packaged rice and pasta to unpackaged alternatives. These unpackaged products were popular especially among low-income earners due to pricing.

Competitive Landscape

  • Artisanal brands held on to their lead with a retail value share of 8% in 2009, benefiting from their domination in bread and the prevalence of traditional bakeries. Artisanal products saw their share increase irrespective of the rising health awareness that would have deterred demand for bread given its calorie content. Consumers also opted for wholegrain and multigrain breads which tend to retail at higher prices than white bread. Private label products also performed well in this category, accounting for 7% retail value share.

Prospects

  • Over the forecast period, health and wellness trends are expected to play a much more important role in influencing purchasing decisions and driving sales of nutrition/staples. Products with a healthy positioning such as fortified dairy products with added vitamins and calcium or vegetable oil with added omega-3, or gluten-free pasta or brown rice will increasingly be perceived as healthier alternatives. This health and wellness trend is expected to extend into the forecast period subject to affordability of value-added products, which is likely to be the case until 2013/2014. This trend also hinges upon manufacturers’ and retailers’ activities to increase awareness of ‘healthy’ variants, of course in addition to efforts by the Ministry of Health advocating a healthy diet and working to combat obesity problems.

Trends

  • 2010 saw demand for meal solutions improving on account of its convenience and pricing. First, the fallout from the economic crisis resulted in tougher working conditions and increasingly hectic lifestyles, which left less time for expatriates to cook. Expatriates are a strong contributing factor as they account for around 85% of the local population and the minimal impact of the aforementioned conditions on local nationals. The rising feeling of job insecurity following a spate of redundancies in 2009 encouraged consumers to stretch their working hours in an effort to hold on to their jobs. Within this context, employees opted for meal solutions such as canned, frozen and chilled foods to avoid shopping regularly for fresh options, and also for sauces, dressings and condiments to save time on the cooking process.

Competitive Landscape

  • Gulf Food Industries – the NBO of regional packaged food giant Kuwait Food Company (Americana) – was ranked second in 2009 with 19% retail value share, as it continued to benefit from its range of meal solutions including canned/preserved food, which are sold under the brands Americana and California Garden. Nestlé Middle East FZE followed with a retail value share of 13% in 2009. The NBO of Swiss food giant Nestlé was highly successful in categories like soup with its Maggi brand, canned/preserved food with its Libby’s brand, and sauces, dressings and condiments with its Maggi stock cubes. Customer loyalty as well as new product developments helped Nestlé hold on to its leadership. These new product developments included Maggi Excellence, a premium offering of its dehydrated soup.

Prospects

  • Meal solutions with a lower fat content are expected to enjoy greater popularity over the forecast period as consumers become more health-conscious about their eating habits. Manufacturers should consider launching such variants to drive growth. Sodium levels in canned/preserved food, soup and ready meals are also becoming of interest to consumers as they grow more aware of the detrimental impacts of high sodium levels in food. Thus, low-sodium and low fat alternatives for soups and ready meals are likely to capture consumer attention over the forecast period.

Table of Contents

Table of Contents

Ready Meals in the United Arab Emirates - Category Analysis

HEADLINES

TRENDS

  • The traditional image of frozen pizza and frozen ready meals changed in 2010, with a growing number of manufacturers such as Al Kabeer Group of Companies and Gulf Food Industries focusing on offering premium frozen produce that promises fresh flavour and nutrition as well as convenience. Whereas ready meals once had a reputation for being tasteless and unhealthy, millions of consumers began to rely on microwaveable meals during the review period in order to save time and effort. A growing number were attracted by manufacturers expanding their healthy-eating ranges and emphasising the use of natural ingredients. This strategy proved particularly powerful in the UAE where the majority of food is imported and thus more likely to suffer from a lack of freshness. This growing consumer appreciation of the benefits of frozen food thus offers strong opportunities for frozen ready meals and frozen pizza.

COMPETITIVE LANDSCAPE

  • Gulf Food Industries is the leading player in ready meals, accounting for 34% value share in 2009, with the only other significant player being Al Kabeer Group of Companies with 27% value share. These players benefit from offering strong and well-established brands, such as Gulf Food Industries’ California Garden and Americana and Al Kabeer’s eponymous Al Kabeer range. These brands benefit from effective distribution via supermarkets/hypermarkets and from strong marketing support in the form of TV advertising and in-store promotions. Al Kabeer also benefits from its focus on Asian cuisine, which appeals to UAE’s large Asian expatriate population. These domestic firms also jointly dominate thanks to their products’ affordable prices.

PROSPECTS

  • The volume of ready meals produced within the UAE is expected to increase during the forecast period. Gulf Foods manufactured its products in Saudi Arabia and Egypt during the review period but plans to open a frozen processed food factory in Dubai during the forecast period. Singapore Food Industries meanwhile also plans to boost its presence in the Middle East by building a ready meals factory in UAE. Localised production is expected to result in the development of products that aim to cater to local consumers’ demands and could also result in costs and thus unit prices being lowered by players.

CATEGORY DATA

Ready Meals in the United Arab Emirates - Company Profiles

Gulf Food Industries - Packaged Food - United Arab Emirates

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

  • Summary 3 Gulf Food Industries: Production Statistics 2009

COMPETITIVE POSITIONING

  • Summary 4 Gulf Food Industries: Competitive Position 2009

Packaged Food in the United Arab Emirates - Industry Context

EXECUTIVE SUMMARY

Fallout from the economic downturn influences growth

Health and wellness trends influence purchasing decisions

Private label products rise to the mainstream

Supermarkets/hypermarkets tightens its grip

With an economy on the verge of recovery, packaged food is set to grow

MARKET DATA

FOODSERVICE – KEY TRENDS AND DEVELOPMENTS

Headlines

Trends

  • The United Arab Emirates economy remained mired in recession in 2010, and this impacted foodservice. The latter was broadly impacted by the lower arrival of tourists and new resident expatriates as well as the lower consumer spending by the incumbent population. First, following the outbreak of the crisis back in 2008, thousands of expatriates fled the United Arab Emirates back to their home countries amid a mass of redundancies and a growing feel of job insecurity. This decline definitely took its toll on foodservice, which was further exacerbated by the lower tourist arrivals. In 2010, although inbound tourism flows improved, they still fell short of the pre-crisis levels of approximately eight million tourists per year. Second, although the global financial crisis had hit the United Arab Emirates economy in the third quarter of 2008, its repercussions were still being felt at the end of the review period in the economy, especially in an area such as foodservice where consumer spending on dining out was negatively impacted. Foodservice outlets responded with a spate of price cuts and promotional offers in an effort to revive the industry; however, these efforts failed to reinstate pre-crisis growth levels.

Competitive Landscape

  • Leader Federal Foods LLC extended its lead over foodservice as it continued diversifying its distribution capabilities. Product diversification has always been pivotal to the company’s positioning, and in 2010 it added new products to its portfolio such as Mani & Co – a leading regional producer of nuts and fruit snacks. With around 20 years in the foodservice business, Federal Foods LLC is widely regarded as the top player in the country’s foodservice industry, due to its strong ties with hotels as well as a product portfolio encompassing household brands such as Sadia, Emborg and Farm Frites.

Prospects

  • The United Arab Emirates economy is expected to post signs of recovery by 2011, a recovery that is conservatively expected to last until 2013. During this first half of the forecast period, the expected economic recovery will reflect positively on consumer purchasing power and foodservice volume sales. As consumer confidence hit record lows in 2009, it will however take some time for confidence to be fully restored. The crisis has resulted in consumers being more cost-conscious, and they are anticipated to monitor their spending as a precaution against any unexpected downfall similar to that of the global financial crisis.

Category Data

IMPULSE AND INDULGENCE PRODUCTS – KEY TRENDS AND DEVELOPMENTS

Headlines

Trends

  • In the wake of the financial crisis and economic downturn, consumers turned to impulse and indulgence products for some respite from belt-tightening. Chocolate confectionery in particular drove this trend, due to its position as an affordable treat. Although these conditions secured demand for chocolate confectionery, consuming the right type of chocolate was shaped by other trends such as trading down, premiumisation and healthy eating. First, the post-crisis low consumer confidence spurred trading down to cheaper brands namely among middle-income earners, which was supported by new launches such as Big Break by Seville Foods Ltd (IFFCO Group Company), a cheaper alternative to Nestlé’s KitKat. Second, upmarket chocolatiers continued their foray into United Arab Emirates packaged food as premiumisation remained in place. Third, the rising health awareness in the United Arab Emirates spurred demand for dark chocolate, sugar-free products and natural ingredients, with manufacturers capitalising on this opportunity with ranges of dark chocolate.

Competitive Landscape

  • Mars GCC maintained its lead over impulse and indulgence products with a retail value share of 16% in 2009, followed by artisanal with a retail value share of 13%. The company’s leadership came on the back of brand loyalty, new product developments and marketing spending. By the same token, Nestlé Middle East FZE was ranked third with a retail value share of 11%.

Prospects

  • The healthy eating trend is anticipated to strongly make its way through the forecast period, as more and more consumers will acknowledge its importance. Demand for low fat and low sugar products will continue to increase and more value-added products will enter impulse and indulgence; snack bars with added calcium, vitamins and iron, or biscuits with added fibre and dark chocolate with higher levels of antioxidants.

Category Data

NUTRITION/STAPLES – KEY TRENDS AND DEVELOPMENTS

Headlines

Trends

  • The two key 2010 trends have been trading down to cheaper brands and the rising health awareness. First, due to the tough economic conditions and the diminishing purchasing power of low- to middle- income earners, many consumers shifted to more affordable alternatives of nutrition/staples. These consumers opted to tighten their budgets, and shifted away from packaged rice and pasta to unpackaged alternatives. These unpackaged products were popular especially among low-income earners due to pricing.

Competitive Landscape

  • Artisanal brands held on to their lead with a retail value share of 8% in 2009, benefiting from their domination in bread and the prevalence of traditional bakeries. Artisanal products saw their share increase irrespective of the rising health awareness that would have deterred demand for bread given its calorie content. Consumers also opted for wholegrain and multigrain breads which tend to retail at higher prices than white bread. Private label products also performed well in this category, accounting for 7% retail value share.

Prospects

  • Over the forecast period, health and wellness trends are expected to play a much more important role in influencing purchasing decisions and driving sales of nutrition/staples. Products with a healthy positioning such as fortified dairy products with added vitamins and calcium or vegetable oil with added omega-3, or gluten-free pasta or brown rice will increasingly be perceived as healthier alternatives. This health and wellness trend is expected to extend into the forecast period subject to affordability of value-added products, which is likely to be the case until 2013/2014. This trend also hinges upon manufacturers’ and retailers’ activities to increase awareness of ‘healthy’ variants, of course in addition to efforts by the Ministry of Health advocating a healthy diet and working to combat obesity problems.

Category Data

MEAL SOLUTIONS – KEY TRENDS AND DEVELOPMENTS

Headlines

Trends

  • 2010 saw demand for meal solutions improving on account of its convenience and pricing. First, the fallout from the economic crisis resulted in tougher working conditions and increasingly hectic lifestyles, which left less time for expatriates to cook. Expatriates are a strong contributing factor as they account for around 85% of the local population and the minimal impact of the aforementioned conditions on local nationals. The rising feeling of job insecurity following a spate of redundancies in 2009 encouraged consumers to stretch their working hours in an effort to hold on to their jobs. Within this context, employees opted for meal solutions such as canned, frozen and chilled foods to avoid shopping regularly for fresh options, and also for sauces, dressings and condiments to save time on the cooking process.

Competitive Landscape

  • Gulf Food Industries – the NBO of regional packaged food giant Kuwait Food Company (Americana) – was ranked second in 2009 with 19% retail value share, as it continued to benefit from its range of meal solutions including canned/preserved food, which are sold under the brands Americana and California Garden. Nestlé Middle East FZE followed with a retail value share of 13% in 2009. The NBO of Swiss food giant Nestlé was highly successful in categories like soup with its Maggi brand, canned/preserved food with its Libby’s brand, and sauces, dressings and condiments with its Maggi stock cubes. Customer loyalty as well as new product developments helped Nestlé hold on to its leadership. These new product developments included Maggi Excellence, a premium offering of its dehydrated soup.

Prospects

  • Meal solutions with a lower fat content are expected to enjoy greater popularity over the forecast period as consumers become more health-conscious about their eating habits. Manufacturers should consider launching such variants to drive growth. Sodium levels in canned/preserved food, soup and ready meals are also becoming of interest to consumers as they grow more aware of the detrimental impacts of high sodium levels in food. Thus, low-sodium and low fat alternatives for soups and ready meals are likely to capture consumer attention over the forecast period.

Category Data

DEFINITIONS

  • Summary 5 Research Sources

Segmentation

Segmentation

This market research report includes the following:

  • Ready Meals
    • Canned/Preserved Ready Meals
    • Chilled Pizza
    • Chilled Ready Meals
    • Dinner Mixes
    • Dried Ready Meals
    • Frozen Pizza
    • Frozen Ready Meals
    • Prepared Salads

Statistics Included

Statistics Included

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

From Passport

  • Market Size
  • Market Share
  • Brand share
  • Distribution
  • Pricing
  • Products by Ingredient
  • Products by Ingredient Actuals
  • Vegetarian vs non-vegetarian

Market size details:

  • Retail Volume
  • Retail Volume % growth
  • Retail Volume per capita
  • Foodservice Volume
  • Foodservice Volume % growth
  • Foodservice Volume per capita
  • Total Volume
  • Total Volume % growth
  • Total Volume per capita
  • Retail Value retail selling price % growth
  • Retail Value retail selling price local currency, USD, EUR, GBP, CHF, JPY
  • Retail Value retail selling price per capita local currency, USD, EUR, GBP, CHF, JPY
  • Retail Value retail selling price real (constant 2008) Prices % growth
  • Retail Value retail selling price real (constant 2008) Prices local currency, USD, EUR, GBP, CHF, JPY
  • Retail Value retail selling price real (constant 2008) Prices per capita local currency, USD, EUR, GBP, CHF, JPY
  • Retail Value manufacturer selling price % growth
  • Retail Value manufacturer selling price local currency, USD, EUR, GBP, CHF, JPY
  • Retail Value manufacturer selling price per capita local currency, USD, EUR, GBP, CHF, JPY
  • Retail Value manufacturer selling price real (constant 2008) Prices % growth
  • Retail Value manufacturer selling price real (constant 2008) Prices local currency, USD, EUR, GBP, CHF, JPY
  • Retail Value manufacturer selling price real (constant 2008) Prices per capita local currency, USD, EUR, GBP, CHF, JPY
  • Retail Volume (Tonnes)
  • Retail Volume (Tonnes) % growth
  • Retail Volume (Tonnes) per capita
  • Foodservice Volume (Tonnes)
  • Foodservice Volume (Tonnes) % growth
  • Foodservice Volume (Tonnes) per capita
  • Total Volume (Tonnes)
  • Total Volume (Tonnes) % growth
  • Total Volume (Tonnes) per capita
  • Retail Value retail selling price Nominal (Current) Prices % growth
  • Retail Value retail selling price Nominal (Current) Prices local currency, USD, EUR, GBP, CHF, JPY
  • Retail Value retail selling price Nominal (Current) Prices per capita local currency, USD, EUR, GBP, CHF, JPY
  • Retail Value manufacturer selling price Nominal (Current) Prices % growth
  • Retail Value manufacturer selling price Nominal (Current) Prices local currency, USD, EUR, GBP, CHF, JPY
  • Retail Value manufacturer 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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