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Country Report

Retailing in Guatemala

Mar 2012

Price: US$1,900

About this Report

EXECUTIVE SUMMARY

Expansion after recovery

In 2010 competitors had mixed results; some were recovering in full from the local effects of the global economic crisis, while some others were still struggling. 2011 presented a different scenario, especially for well-established larger companies. Retailers focused on expansion once again, as the market offered favourable conditions for such a strategy. Players seeking to expand placed a special emphasis on the outskirts of Guatemala City and also in the provinces, which is where they saw the strongest potential.

Chains gaining substantial power to the detriment of independents

Chains are seeking to take advantage of a better performing economy and are investing heavily in expansion, aiming to capture a greater sales share, as a result of better economic conditions. Chains have stronger financial support, as well as higher brand equity, allowing them to post stronger growth during a period of recovery. Some chained retailers have also adopted loyalty or discount schemes, building their appeal in the eyes of consumers. Independent retailers still prevail, since they greatly outnumber any chained competitor; however they continue to be threatened by the strong performance of their competition.

Good marketing strategies and expansion keep non-grocery retailers in good shape

Grocery retailers, in particular hypermarkets, have aimed to increase their presence in non-grocery categories. These channels have expanded their offer of non-grocery items and aim to attract customers searching for goods such as electronics and appliances, apparel and home furnishings, among others. However, non-grocery retailers have adapted strategies that have enabled them to maintain a strong position. Chains of non-grocery retailers have expanded, some using low price/high customer service mixes, in order to attract budget-constrained customers. Others have created special financing plans and other strategies to maintain sales.

Wal-Mart Centroamérica expands, but competitors remain unperturbed

In 2011 Wal-Mart Centroamérica SA invested heavily in order to expand its presence in the country. The company mainly focused on discounters and hypermarkets, two channels that have proved to be very successful in Guatemala. Competitors have seen this as presenting more of an opportunity than a threat, as the multinational leads the way and they will be able to follow in the medium and long term. Competitors also see opportunities in the short term, with suppliers willing to support alternative brands creating positive conditions for their own expansion.

Good potential but strong competition

As retailing continues to develop, growth potential remains high, but competition is becoming more intense, with competitiveness not only coming from within the same channel but among the different channels. General socioeconomic conditions also present a challenge, since levels of poverty remain high in the Guatemalan population. Companies are thus left to fight amongst the limited consumer base, only having population growth and some positive demographic changes in their favour.


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Overview

Discover the latest market trends and uncover sources of future market growth for the Retailing industry in Guatemala 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 Retailing industry in Guatemala, 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 Guatemala for free:

The Retailing in Guatemala market research report includes:

  • Analysis of key supply-side and demand trends
  • Detailed segmentation of international and local products
  • Historic number of stores, selling space 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:

  • How big is the grocery/non-grocery/non-store channel in Guatemala?
  • Who are the leading retailers in Guatemala?
  • How is retailing performing in Guatemala?
  • What is the retailing environment like in Guatemala?
  • Which channels are winning or losing in the fight for consumers’ money?

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 Retailing market research database.

Table of Contents

Table of Contents

Retailing in Guatemala - Industry Overview

EXECUTIVE SUMMARY

Expansion after recovery

Chains gaining substantial power to the detriment of independents

Good marketing strategies and expansion keep non-grocery retailers in good shape

Wal-Mart Centroamérica expands, but competitors remain unperturbed

Good potential but strong competition

KEY TRENDS AND DEVELOPMENTS

Indicators showing recovery but pre-recession economic conditions remain

Limited government regulation

Many successful examples but still not a foreign investment paradise

Changing demographics impacting retailing

Wal-Mart’s shifting strategy; threat or opportunity to other retailers?

Chains versus independents; a battle favouring consumers

MARKET INDICATORS

  • Table 1 Employment in Retailing 2006-2011

MARKET DATA

  • Table 2 Sales in Retailing by Category: Value 2006-2011
  • Table 3 Sales in Retailing by Category: % Value Growth 2006-2011
  • Table 4 Sales in Retailing by Grocery vs Non-Grocery 2006-2011
  • Table 5 Sales in Store-Based Retailing by Category: Value 2006-2011
  • Table 6 Sales in Store-Based Retailing by Category: % Value Growth 2006-2011
  • Table 7 Retailing Company Shares: % Value 2007-2011
  • Table 8 Retailing Brand Shares: % Value 2008-2011
  • Table 9 Forecast Sales in Retailing by Category: Value 2011-2016
  • Table 10 Forecast Sales in Retailing by Category: % Value Growth 2011-2016
  • Table 11 Forecast Sales in Store-Based Retailing by Category: Value 2011-2016
  • Table 12 Forecast Sales in Store-Based Retailing by Category: % Value Growth 2011-2016

APPENDIX

Operating environment

Cash and carry

DEFINITIONS

SOURCES

  • Summary 1 Research Sources

Retailing in Guatemala - Company Profiles

La Panería, SA in Retailing (Guatemala)

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

COMPANY BACKGROUND

PRIVATE LABEL

  • Summary 4 La Panería SA: Private Label Portfolio

COMPETITIVE POSITIONING

  • Summary 5 La Panería SA: Competitive Position 2011

Meykos SA in Retailing (Guatemala)

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

COMPANY BACKGROUND

PRIVATE LABEL

COMPETITIVE POSITIONING

  • Summary 8 Meykos SA: Competitive Position 2011

Nuevos Almacenes SA in Retailing (Guatemala)

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

COMPANY BACKGROUND

PRIVATE LABEL

COMPETITIVE POSITIONING

  • Summary 11 Nuevos Almacenes SA: Competitive Position 2011

Unisuper SA in Retailing (Guatemala)

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

COMPANY BACKGROUND

PRIVATE LABEL

COMPETITIVE POSITIONING

  • Summary 14 Unisuper SA: Competitive Position 2011

Wal-Mart Centroamérica SA in Retailing (Guatemala)

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

COMPANY BACKGROUND

PRIVATE LABEL

  • Summary 17 Wal-Mart Centroamérica SA: Private Label Portfolio

COMPETITIVE POSITIONING

  • Summary 18 Wal-Mart Centroamérica SA: Competitive Position 2011

Grocery Retailers in Guatemala - Category Analysis

HEADLINES

TRENDS

  • An important development in 2011 within the grocery retailers channel in Guatemala is the expansion of modern grocery retailers, particularly chains. The leading operator, Wal-Mart Centroamérica SA, announced an US$83.7 million investment to open 25 new outlets and remodel existing stores over 2011-2012. The company focused on the discounters channel, through which it is seeking to continue to expand in the provinces, persuading consumers to purchase through these outlets instead of the traditional alternatives. This reflects the trend evident during the review period; although traditional retailers remain vastly important, operators of modern retailers are investing heavily to enhance their reach. The independent small grocers channel continues to dominate in terms of number of outlets, greatly surpassing any other individual or grouped channel in retailing. With over 100,000 outlets, this category is considered to be the most convenient for consumers, who prefer to shop in outlets located closer to their homes and make daily purchases of small-sized items instead buying bulk items less often.

TRADITIONAL VS MODERN

COMPETITIVE LANDSCAPE

  • Wal-Mart Centroamérica SA continues to comfortably lead the grocery retailers channel in Guatemala. In 2011 it accounted for a 23% current value share in the category. The retailer is the only operator in the hypermarkets (under the Walmart brand) and discounters (Despensa Familiar and Maxi Bodega) channels. Additionally, the multinational giant competes with supermarkets (Paiz). In this last category, the company is also in the leading position, accounting for a 57% current value share in 2011, while its strongest competitor, Unisuper SA, holds a 34% share. The domestic company, Unisuper, manages two brands of supermarkets; La Torre and Econosuper. The first brand is a more direct competitor of Paiz, while Econosuper focuses on economy items and a limited range of products; its lack of private label is the only thing that prevents it from being classified as a discounter.

PROSPECTS

  • Changes that started to be seen over the review period are for the most part expected to continue. Although the grocery retailers channel is still expected to continue to be led by traditional grocery retailers, most particularly independent small grocers, the modern grocery retailers channel is expected to register a stronger performance in terms of growth. Over the forecast period, grocery retailing as a whole is expected to experience a 3% constant value CAGR to reach GTQ47 billion by 2016. Chains are expected to perform better, in general terms, than independent retailers, as they benefit from economies of scale, market knowledge and brand awareness.

CHANNEL FORMATS

  • Chart 1 Modern Grocery Retailers: Super 24 in Guatemala
  • Chart 2 Modern Grocery Retailers: La Torre in Guatemala
  • Chart 3 Modern Grocery Retailers: Despensa Familiar in Guatemala
  • Chart 4 Traditional Grocery Retailers: Tienda Gaby in Guatemala
  • Chart 5 Traditional Grocery Retailers: Independent small grocer (unbranded) in Guatemala – View 1
  • Chart 6 Traditional Grocery Retailers: Pan Pavailler in Guatemala
  • Chart 7 Traditional Grocery Retailers: Independent small grocer (unbranded) in Guatemala – View 2

CHANNEL DATA

  • Table 13 Sales in Grocery Retailers by Category: Value 2006-2011
  • Table 14 Sales in Grocery Retailers by Category: % Value Growth 2006-2011
  • Table 15 Grocery Retailers Company Shares: % Value 2007-2011
  • Table 16 Grocery Retailers Brand Shares: % Value 2008-2011
  • Table 17 Forecast Sales in Grocery Retailers by Category: Value 2011-2016
  • Table 18 Forecast Sales in Grocery Retailers by Category: % Value Growth 2011-2016

Non-Grocery Retailers in Guatemala - Category Analysis

HEADLINES

TRENDS

  • In 2011 non-grocery retailing experienced an 11% increase in current value sales, reaching GTQ16 billion. Consumers continue to show increased preference for chains, which are growing stronger than independent players. Operators within the grocery retailers channel have attempted to increase the share of non-grocery items being marketed through their stores. The main channel to witness such a strategy is hypermarkets; with Wal-Mart Centroamérica being the only player in this category, this channel has seen a greater emphasis given to non-grocery sales, widening the range of available products that are supported through discounts, added space and service. Although the pressure created by grocery retailers is strong, non-grocery retailers continue to perform strongly, offering competitive prices, marketing and promotional activities, etc.

COMPETITIVE LANDSCAPE

  • In 2011, the leadership of non-grocery retailers remained in the hands of PriceSmart de Guatemala SA, which registered a 9% current value share. The PriceSmart warehouse club was launched in Guatemala in 1999 and has retained its leadership position within warehouse clubs ever since, with its only competitor in the category being ClubCo by Wal-Mart Centroamérica SA. It also led non-grocery retailers throughout the review period. The company’s success is based on its offer of bulk packages with lower unit prices than most competitors. The company offers many imported items that are only available through its stores. Due to the size of the packs, individual purchases tend to be made on a monthly basis, or at least not as frequently as is the case for other retailers, but with higher average ticket values.

PROSPECTS

  • Over the forecast period, the non-grocery retailers channel is expected to grow at a 5% constant value CAGR to reach GTQ21 billion in 2016. Chains are expected to be the main drivers of growth in the category, as they are better positioned than independent players to expand and exploit opportunities during a period of recovery. Many competitors are investing in the category in order to expand to the outskirts of Guatemala City or the provinces, thereby widening the base of consumers that they can reach.

CHANNEL FORMATS

  • Chart 8 Non-Grocery Retailers: Farmacias de la Comunidad in Guatemala
  • Chart 9 Non-Grocery Retailers: Carolina & H in Guatemala
  • Chart 10 Non-Grocery Retailers: Meykos in Guatemala
  • Chart 11 Non-Grocery Retailers: La Curacao in Guatemala
  • Chart 12 Non-Grocery Retailers: Unbranded Non-Grocery Stalls in Guatemala
  • Chart 13 Non-Grocery Retailers: Servicios Integrados Libreria in Guatemala

CHANNEL DATA

  • Table 19 Sales in Non-Grocery Retailers by Category: Value 2006-2011
  • Table 20 Sales in Non-Grocery Retailers by Category: % Value Growth 2006-2011
  • Table 21 Non-Grocery Retailers Company Shares: % Value 2007-2011
  • Table 22 Non-Grocery Retailers Brand Shares: % Value 2008-2011
  • Table 23 Forecast Sales in Non-Grocery Retailers by Category: Value 2011-2016
  • Table 24 Forecast Sales in Non-Grocery Retailers by Category: % Value Growth 2011-2016

Non-Store Retailing in Guatemala - Category Analysis

HEADLINES

TRENDS

  • Internet retailing is gradually gaining importance in Guatemala. US websites such as Amazon.com are among the most visited websites in the country. While not all consumers choose to use Amazon.com, increasing interest is nevertheless evident in this channel.

COMPETITIVE LANDSCAPE

  • Fábrica de Bebidas Gaseosas Salvavidas SA led with a 32% value share of non-store retailing sales in 2011. This leadership is solely due to its strong presence in direct selling with its sales of bottled water, in which the company sells a 5-gallon pack with a lower unit price than single-use bottles. The Salvavidas brand has been present in Guatemala since 1936, since when the company has gained share as it has focused on offering strong product quality. The direct selling strategy has been a key driver of the company’s performance, since drinking tap water in the country is not recommended. This company delivers bottled water directly to homes in a pack size that can last for a week.

PROSPECTS

  • Non-store retailing sales are expected to be further boosted by bottled water direct selling and internet retailing over the forecast period. Overall sales are expected to increase at a 6% CAGR in constant value terms. Apparel homeshopping appeared in 2010 offering shoes and this channel is expected to record the fastest constant value rise over the forecast period.

CHANNEL DATA

  • Table 25 Sales in Non-Store Retailing by Category: Value 2006-2011
  • Table 26 Sales in Non-Store Retailing by Category: % Value Growth 2006-2011
  • Table 27 Non-Store Retailing Company Shares: % Value 2007-2011
  • Table 28 Non-Store Retailing Brand Shares: % Value 2008-2011
  • Table 29 Forecast Sales in Non-Store Retailing by Category: Value 2011-2016
  • Table 30 Forecast Sales in Non-Store Retailing by Category: % Value Growth 2011-2016

Segmentation

Segmentation

This market research report includes the following:

  • Retailing
    • Store-based Retailing
      • Grocery Retailers
        • Modern Grocery Retailers
          • Convenience Stores
          • Discounters
          • Forecourt Retailers
            • Chained Forecourt Retailers
            • Independent Forecourt Retailers
          • Hypermarkets
          • Supermarkets
        • Traditional Grocery Retailers
          • Food/Drink/Tobacco Specialists
          • Independent Small Grocers
          • Other Grocery Retailers
      • Non-Grocery Retailers
        • Apparel Specialist Retailers
        • Electronics and Appliance Specialist Retailers
        • Health and Beauty Specialist Retailers
          • Beauty Specialist Retailers
          • Chemists/Pharmacies
          • Parapharmacies/Drugstores
          • Other Healthcare Specialist Retailers
        • Home and Garden Specialist Retailers
          • DIY, Home Improvement and Garden Centres
          • Furniture and Furnishings Stores
        • Leisure and Personal Goods Specialist Retailers
          • Jewellers
          • Media Products Stores
          • Pet Shops and Superstores
          • Sports Goods Stores
          • Stationers/Office Supply Stores
          • Traditional Toys and Games Stores
          • Other Leisure and Personal Goods Specialist Retailers
        • Mixed Retailers
          • Department Stores
          • Mass Merchandisers
          • Variety Stores
          • Warehouse Clubs
        • Other Non-Grocery Retailers
    • Non-Store Retailing
      • Direct Selling
        • Beauty and Personal Care Direct Selling
        • Apparel Direct Selling
        • Consumer Electronics and Video Games Hardware Direct Selling
        • Consumer Healthcare Direct Selling
        • DIY and Gardening Direct Selling
        • Consumer Appliances Direct Selling
        • Home Care Direct Selling
        • Housewares and Home Furnishings Direct Selling
        • Media Products Direct Selling
        • Food and Drink Direct Selling
        • Toys and Games Direct Selling
        • Other Direct Selling
      • Homeshopping
        • Beauty and Personal Care Homeshopping
        • Apparel Homeshopping
        • Consumer Electronics and Video Games Hardware Homeshopping
        • Consumer Healthcare Homeshopping
        • DIY and Gardening Homeshopping
        • Consumer Appliances Homeshopping
        • Home Care Homeshopping
        • Housewares and Home Furnishings Homeshopping
        • Media Products Homeshopping
        • Food and Drink Homeshopping
        • Toys and Games Homeshopping
        • Other Homeshopping
      • Internet Retailing
        • Beauty and Personal Care Internet Retailing
        • Apparel Internet Retailing
        • Consumer Electronics and Video Games Hardware Internet Retailing
        • Consumer Healthcare Internet Retailing
        • DIY and Gardening Internet Retailing
        • Consumer Appliances Internet Retailing
        • Home Care Internet Retailing
        • Housewares and Home Furnishings Internet Retailing
        • Media Products Internet Retailing
        • Food and Drink Internet Retailing
        • Toys and Games Internet Retailing
        • Other Internet Retailing
      • Vending
        • Packaged Drinks Vending
        • Packaged Foods Vending
        • Personal Hygiene Products Vending
        • Tobacco Products Vending
        • Unpackaged Drinks Vending
        • Toys and Games Vending
        • Other Products Vending

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
  • Employment
  • Grocery vs non-grocery

Market size details:

  • Retail value retail selling price excl sales tax % growth
  • Retail value retail selling price excl sales tax local currency, USD, EUR, GBP, CHF, JPY
  • Retail value retail selling price excl sales tax per capita local currency, USD, EUR, GBP, CHF, JPY
  • Sites/outlets
  • Sites/outlets % growth
  • Sites/outlets per capita
  • Selling space
  • Selling space % growth
  • Selling space per capita
  • Retail value retail selling price incl sales tax % growth
  • Retail value retail selling price incl sales tax local currency, USD, EUR, GBP, CHF, JPY
  • Retail value retail selling price incl sales tax 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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