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Country Report

Retailing in Hungary

Jun 2011

Price: $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 Retailing industry in Hungary 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 Hungary, 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 Hungary for free:

The Retailing in Hungary 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 Hungary?
  • Who are the leading retailers in Hungary?
  • How is retailing performing in Hungary?
  • What is the retailing environment like in Hungary?
  • 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.

Sample Analysis

EXECUTIVE SUMMARY

Value sales for retailing stagnate, while volume sales decline

As a result of declining consumer purchasing power caused by slow rising of net income and growing unemployment, retailing could only start to turn around the decline by the end of 2010. The performance of retail trade was worse than in 2009. Volume sales declined and value sales followed inflation and price reductions which meant that customers could spend the same amount as in the previous year, but received less in quantity terms due to the increasing prices.

Discounters and convenience stores drive sales

Discounters displayed significant growth in current value sales terms in 2010 by continuing to expanding its network and as in the previous year was one of the winners of the economic crisis; however, convenience stores experienced a similar good performance and rate of growth, unlike in 2009 when supermarkets was the second most successful channel to benefit from changing customer habits and the crisis. Hypermarkets holds the biggest value sales amongst grocery retailers slightly ahead of convenience stores and as customers started to visit more stores than they previously did and became less loyal, spending less in large retailers, convenience stores could fulfil their needs and adapt to customers’ demands very quickly, while discounters can attract customers with low prices, which are usually the lowest in retailing.

Consumption shifts towards grocery goods

Due to declining consumer purchasing power, meaning they had less money for non-essential goods, consumption shifted towards grocery goods in 2010, which meant that consumers firstly bought basic foods, ingredients, drinks and if they had more money after purchasing groceries, would buy non-grocery products. However, between non-grocery products there are more essential categories, such as products sold in parapharmacies products that could grow in 2010, while non-essential categories like furniture stores, DIY, home improvement and garden centres, and jewellers suffered a stronger decline, as customers purchased much smaller volumes compared to the previous years. As grocery sales contribute the larger share of value sales within retailing, grocery retailers could improve its performance of retail trade and generate moderate growth, which is better than value sales decline of non-grocery retailing.

Internet retailing soars

Due to its convenience, extremely low prices of internet retailers, smaller operational costs and dynamically spreading internet coverage and usage, internet retailing was the fastest growing channel within retailing. However, even though it reached a high growth in value sales in 2010, it was lower than 2009’s performance. As it is easy to operate a website, a large number of companies have moved into internet retailing; however most of the players only reached a small turnover and a fifth of players accounted for 80% share of the value sales. These internet retailers have the oldest and best developed online websites, while less modernised and improved new players found it difficult to grow their share of value sales from the channel.

Retailing is expected to witness slow growth

As the economy of Hungary slowly recovers, GDP is growing again and due to the new government’s plans unemployment will decrease and net income of consumers will grow once more, it is expected that purchasing power of consumers will rise, leading to greater spending. The growth will be continuous. Those channels which are perceived to offer non-essential products will face a further decline, such as DIY, home improvement and garden centres because customers will continue to buy firstly food and drink, rather than health and beauty products, and leisure and personal goods.

Table of Contents

Table of Contents

Retailing in Hungary - Industry Overview

EXECUTIVE SUMMARY

Value sales for retailing stagnate, while volume sales decline

Discounters and convenience stores drive sales

Consumption shifts towards grocery goods

Internet retailing soars

Retailing is expected to witness slow growth

KEY TRENDS AND DEVELOPMENTS

Economic conditions

Internet Retailing

Government Regulation

Private Label

Consumers change their habits

Growing demand for Hungarian food

MARKET DATA

  • Table 1 Sales in Retailing by Category: Value 2005-2010
  • Table 2 Sales in Retailing by Category: % Value Growth 2005-2010
  • Table 3 Sales in Retailing by Grocery vs Non-Grocery 2005-2010
  • Table 4 Sales in Store-Based Retailing by Category: Value 2005-2010
  • Table 5 Sales in Store-Based Retailing by Category: % Value Growth 2005-2010
  • Table 6 Sales in Non-Grocery Retailing by Category: Value 2005-2010
  • Table 7 Sales in Non-Grocery Retailing by Category: % Value Growth 2005-2010
  • Table 8 Sales in Non-store Retailing by Category: Value 2005-2010
  • Table 9 Sales in Non-store Retailing by Category: % Value Growth 2005-2010
  • Table 10 Retailing Company Shares: % Value 2006-2010
  • Table 11 Retailing Brand Shares: % Value 2007-2010
  • Table 12 Store-Based Retailing Company Shares: % Value 2006-2010
  • Table 13 Store-Based Retailing Brand Shares: % Value 2007-2010
  • Table 14 Non-Grocery Retailers Company Shares: % Value 2006-2010
  • Table 15 Non-Grocery Retailers Brand Shares: % Value 2007-2010
  • Table 16 Non-store Retailing Company Shares: % Value 2006-2010
  • Table 17 Non-store Retailing Brand Shares: % Value 2007-2010
  • Table 18 Forecast Sales in Retailing by Category: Value 2010-2015
  • Table 19 Forecast Sales in Retailing by Category: % Value Growth 2010-2015
  • Table 20 Forecast Sales in Store-Based Retailing by Category: Value 2010-2015
  • Table 21 Forecast Sales in Store-Based Retailing by Category: % Value Growth 2010-2015
  • Table 22 Forecast Sales in Non-Grocery Retailing by Category: Value 2010-2015
  • Table 23 Forecast Sales in Non-Grocery Retailing by Category: % Value Growth 2010-2015
  • Table 24 Forecast Sales in Non-store Retailing by Category: Value 2010-2015
  • Table 25 Forecast Sales in Non-store Retailing by Category: % Value Growth 2010-2015

APPENDIX

Operating environment

Cash and Carry

  • Table 26 Cash and Carry: Sales Value Growth % 2005-2010
  • Table 27 Cash and Carry: Sales by National Brand Owner: Net Sales Value 2007-2010
  • Table 28 Cash and Carry: Number of Outlets by National Brand Owner: 2007-2010

DEFINITIONS

  • Summary 1 Research Sources

Retailing in Hungary - Company Profiles

Aldi Magyarország Élelmiszeripari Kereskedelmi Bt in Retailing (Hungary)

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

COMPANY BACKGROUND

PRIVATE LABEL

  • Summary 4 Aldi Magyarország Élelmiszeripari Kereskedelmi Bt: Private Label Portfolio

COMPETITIVE POSITIONING

  • Summary 5 Aldi Magyarország Élelmiszeripari Kereskedelmi Bt: Competitive Position 2010

Auchan Magyarország Kft in Retailing (Hungary)

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

COMPANY BACKGROUND

PRIVATE LABEL

  • Summary 8 Auchan Magyarország Kft: Private Label Portfolio

COMPETITIVE POSITIONING

  • Summary 9 Auchan Magyarország Kft: Competitive Position 2010

C&A Mode Kft in Retailing (Hungary)

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

COMPANY BACKGROUND

  • Chart 1 C&A Mode Kft: C&A in Budapest

PRIVATE LABEL

  • Summary 12 C&A Mode Kft: Private Label Portfolio

COMPETITIVE POSITIONING

  • Summary 13 C&A Mode Kft: Competitive Position 2010

CBA Kereskedelmi Kft in Retailing (Hungary)

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

COMPANY BACKGROUND

PRIVATE LABEL

  • Summary 16 CBA Kereskedelmi Kft: Private Label Portfolio

COMPETITIVE POSITIONING

  • Summary 17 CBA Kereskedelmi Kft: Competitive Position 2010

Cora Magyar Hipermarket Kereskedelmi Kft in Retailing (Hungary)

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

COMPANY BACKGROUND

PRIVATE LABEL

  • Summary 20 Cora Magyar Hipermarket Kereskedelmi Kft: Private Label Portfolio

COMPETITIVE POSITIONING

  • Summary 21 Cora Magyar Hipermarket Kereskedelmi Kft: Competitive Position 2010

Csemege-Match Rt in Retailing (Hungary)

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

COMPANY BACKGROUND

  • Chart 2 Csemege-Match Rt: Match in Budapest
  • Chart 3 Csemege-Match Rt: Match in Budapest
  • Chart 4 Csemege-Match Rt: Match in Budapest

PRIVATE LABEL

  • Summary 24 Csemege-Match Rt: Private Label Portfolio

COMPETITIVE POSITIONING

  • Summary 25 Csemege-Match Rt: Competitive Position 2010

dm-drogerie markt Kft in Retailing (Hungary)

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

COMPANY BACKGROUND

  • Chart 5 DM-Drogerie Markt Kft: DM in Budapest

PRIVATE LABEL

  • Summary 28 DM-Drogerie Markt Kft: Private Label Portfolio

COMPETITIVE POSITIONING

  • Summary 29 DM-Drogerie Markt Kft: Competitive Position 2010

IKEA Lakberendezési Kft in Retailing (Hungary)

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

COMPANY BACKGROUND

PRIVATE LABEL

  • Summary 32 IKEA Lakberendezési Kft: Private Label Portfolio

COMPETITIVE POSITIONING

  • Summary 33 IKEA Lakberendezési Kft: Competitive Position 2010

Lidl Magyarorszag Kereskedelmi Bt in Retailing (Hungary)

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

COMPANY BACKGROUND

PRIVATE LABEL

  • Summary 36 Lidl Magyarorszag Kereskedelmi Bt: Private Label Portfolio

COMPETITIVE POSITIONING

  • Summary 37 Lidl Magyarorszag Kereskedelmi Bt: Competitive Position 2010

Media Markt Saturn Holding Kft in Retailing (Hungary)

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

COMPANY BACKGROUND

PRIVATE LABEL

COMPETITIVE POSITIONING

  • Summary 40 Media Markt Saturn Holding Kft: Competitive Position 2010

Penny Market Kft in Retailing (Hungary)

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

COMPANY BACKGROUND

PRIVATE LABEL

  • Summary 43 Penny Market Kft: Private Label Portfolio

COMPETITIVE POSITIONING

  • Summary 44 Penny Market Kft: Competitive Position 2010

Reál Hungária Élelmiszer Kft in Retailing (Hungary)

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

COMPANY BACKGROUND

PRIVATE LABEL

  • Summary 47 Reál Hungária Élelmiszer Kft: Private Label Portfolio

COMPETITIVE POSITIONING

  • Summary 48 Reál Hungária Élelmiszer Kft: Competitive Position 2010

Rossmann Magyarország Kft in Retailing (Hungary)

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

COMPANY BACKGROUND

  • Chart 6 Rossmann Magyarország Kft: Rossmann in Budapest

PRIVATE LABEL

  • Summary 51 Rossmann Magyarország Kft: Private Label Portfolio

COMPETITIVE POSITIONING

  • Summary 52 Rossmann Magyarország Kft: Competitive Position 2010

Spar Magyarország Kereskedelmi Kft in Retailing (Hungary)

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

COMPANY BACKGROUND

PRIVATE LABEL

  • Summary 55 Spar Magyarország Kereskedelmi Kft: Private Label Portfolio

COMPETITIVE POSITIONING

  • Summary 56 Spar Magyarország Kereskedelmi Kft: Competitive Position 2010

Tesco-Global Áruházak Kft in Retailing (Hungary)

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

COMPANY BACKGROUND

PRIVATE LABEL

  • Summary 59 Tesco-Global Áruházak Kft: Private Label Portfolio

COMPETITIVE POSITIONING

  • Summary 60 Tesco-Global Áruházak Kft: Competitive Position 2010

Clothing and Footwear Specialist Retailers in Hungary - Category Analysis

HEADLINES

TRENDS

  • As the economic crisis continued to have an effect on spending power of consumers and they purchased mainly essential goods, the demand for more expensive clothes and footwear waned and clothing and footwear specialist retailers declined by 12% in current value terms. Consumers searched for cheaper products which were available from smaller stores, hypermarkets and markets, and chains were forced to reduce their prices in order to attract customers. As no new shopping centres were built in 2010, chains could not expand their networks, and due to the declining demand many outlets were closed; the number of outlets of the whole channel declined by 4% in 2010.

CHANNEL FORMATS

  • Chart 7 Clothing and Footwear Specialist Retailers: C&A in Budapest
  • Chart 8 Clothing and Footwear Specialist Retailers: C&A in Budapest
  • Chart 9 Clothing and Footwear Specialist Retailers: Griff in Budapest
  • Chart 10 Clothing and Footwear Specialist Retailers: Deichmann in Budapest

CHANNEL DATA

  • Table 29 Clothing and Footwear Retailers: Value Sales, Outlets and Selling Space 2005-2010
  • Table 30 Clothing and Footwear Retailers: Value Sales, Outlets and Selling Space: % Growth 2005-2010
  • Table 31 Clothing and Footwear Retailers Company Shares by Value 2006-2010
  • Table 32 Clothing and Footwear Retailers Brand Shares by Value 2007-2010
  • Table 33 Clothing and Footwear Retailers Brand Shares by Outlets 2007-2010
  • Table 34 Clothing and Footwear Retailers Brand Shares by Selling Space 2007-2010
  • Table 35 Clothing and Footwear Retailers Forecasts: Value Sales, Outlets and Selling Space 2010-2015
  • Table 36 Clothing and Footwear Retailers Forecasts: Value Sales, Outlets and Selling Space: % Growth 2010-2015

Direct Selling in Hungary - Category Analysis

HEADLINES

TRENDS

  • Direct selling is a very important channel for non-store retailing as it contributed 30% share of value sales of non-store retailing in 2010. However, this channel has to face very strong competition with internet retailing, which left it trailing in terms of value sales. In the case of cosmetics, toiletries and healthy goods like dietary supplements and vitamins direct selling is still a very popular format of shopping. In the case of other product types, internet retailing is more popular, and companies still present in direct selling have to find new methods and strategies to attract customers to buy more.

COMPETITIVE LANDSCAPE

  • As in previous years, 2010 saw Avon Cosmetics Hungary Kft lead value sales of beauty and personal care direct selling in addition to direct selling overall, with a value share of 34% and HuF17.3 billion sales. However, Avon does not use such an aggressive selling policy as some of its competitors, but it does offer the widest range of products and agents and has a very good relationship with its customers. Ranked second was Forever Living Products Kft with 16% value share, but the company leads sales in direct selling of vitamins and dietary supplements in consumer healthcare. The advantage of the company, which helps it to lead the sales, is that it offers unique and high-quality aloe vera products. However, prices of Forever Living Products are quite high, but customers appreciate the high-quality of these healthy products.

CHANNEL PROSPECTS

CHANNEL DATA

  • Table 37 Direct Selling by Category: Value 2005-2010
  • Table 38 Direct Selling by Category: % Value Growth 2005-2010
  • Table 39 Direct Selling Company Shares by Value 2006-2010
  • Table 40 Direct Selling Brand Shares by Value 2007-2010
  • Table 41 Direct Selling Forecasts by Category: Value 2010-2015
  • Table 42 Direct Selling Forecasts by Category: % Value Growth 2010-2015

DIY, Home Improvement and Garden Centres in Hungary - Category Analysis

HEADLINES

TRENDS

  • Although DIY activity has a long tradition in Hungary and decorating and improving homes was fashionable in the past, due to the continuous decline of consumers’ spending power, the largest chains suffered a value sales decline as consumers had no more money to spend on home improvements and gardening.

CHANNEL DATA

  • Table 43 DIY, Home Improvement and Garden Centres: Value Sales, Outlets and Selling Space 2005-2010
  • Table 44 DIY, Home Improvement and Garden Centres: Value Sales, Outlets and Selling Space: % Growth 2005-2010
  • Table 45 DIY, Home Improvement and Garden Centres Company Shares by Value 2006-2010
  • Table 46 DIY, Home Improvement and Garden Centres Brand Shares by Value 2007-2010
  • Table 47 DIY, Home Improvement and Garden Centres Brand Shares by Outlets 2007-2010
  • Table 48 DIY, Home Improvement and Garden Centres Brand Shares by Selling Space 2007-2010
  • Table 49 DIY, Home Improvement and Garden Centres Forecasts: Value Sales, Outlets and Selling Space 2010-2015
  • Table 50 DIY, Home Improvement and Garden Centres Forecasts: Value Sales, Outlets and Selling Space: % Growth 2010-2015

Electronics and Appliance Specialist Retailers in Hungary - Category Analysis

HEADLINES

TRENDS

  • Following 2009’s trend, the whole channel declined in current value sales due to the success of internet retailing and the declining spending power of consumers. As people had less money they considered where to, what on and how much to spend and because of the low prices offered by internet retailing they often chose to shop online. In addition, retailers were not able to offer products at such a low level as online shops, because of the cost of rent and employment, which caused further decline in sales.

CHANNEL FORMATS

  • Chart 11 Electronics and Appliance Specialist Retailers: Apple in Budapest

CHANNEL DATA

  • Table 51 Electronics and Appliance Specialist Retailers: Value Sales, Outlets and Selling Space 2005-2010
  • Table 52 Electronics and Appliance Specialist Retailers: Value Sales, Outlets and Selling Space: % Growth 2005-2010
  • Table 53 Electronics and Appliance Specialist Retailers Company Shares by Value 2006-2010
  • Table 54 Electronics and Appliance Specialist Retailers Brand Shares by Value 2007-2010
  • Table 55 Electronics and Appliance Specialist Retailers Brand Shares by Outlets 2007-2010
  • Table 56 Electronics and Appliance Specialist Retailers Brand Shares by Selling Space 2007-2010
  • Table 57 Electronics and Appliance Specialist Retailers Forecasts: Value Sales, Outlets and Selling Space 2010-2015
  • Table 58 Electronics and Appliance Specialist Retailers Forecasts: Value Sales, Outlets and Selling Space: % Growth 2010-2015

Furniture and Furnishings Stores in Hungary - Category Analysis

HEADLINES

TRENDS

  • As a consequence of changing consumer habits caused by declining purchasing power, current value sales of the whole channel declined by the highest rate in retailing, and all major players of the channel suffered from decreasing value sales. Although 2009’s recession did not have a significant effect on this channel, by 2010 consumers had much less disposable income with which to purchase furniture and they decided instead to concentrate on essential items.

CHANNEL DATA

  • Table 59 Furniture and Furnishings Stores: Value Sales, Outlets and Selling Space 2005-2010
  • Table 60 Furniture and Furnishings Stores: Value Sales, Outlets and Selling Space: % Growth 2005-2010
  • Table 61 Furniture and Furnishings Stores Company Shares by Value 2006-2010
  • Table 62 Furniture and Furnishings Stores Brand Shares by Value 2007-2010
  • Table 63 Furniture and Furnishings Stores Brand Shares by Outlets 2007-2010
  • Table 64 Furniture and Furnishings Stores Brand Shares by Selling Space 2007-2010
  • Table 65 Furniture and Furnishings Stores Forecasts: Value Sales, Outlets and Selling Space 2010-2015
  • Table 66 Furniture and Furnishings Stores Forecasts: Value Sales, Outlets and Selling Space: % Growth 2010-2015

Grocery Retailers in Hungary - Category Analysis

HEADLINES

TRENDS

  • The most important factor in Hungarian retailing is that consumers’ spending power did not grow in 2010 at all; however the average income grew by 8%, but the prices and the costs of current expenses, and raised fuel meant that they had less and less money with which to purchase goods. This explains their willingness to seek cheaper goods and avoid purchasing the more expensive convenience foods.

TRADITIONAL VS MODERN

CHANNEL FORMATS

  • Chart 12 Modern Grocery Retailing: Tesco hypermarket in Budapest
  • Chart 13 Modern Grocery Retailing: Tesco hypermarket in Budapest
  • Chart 14 Modern Grocery Retailing: Coop in Budapest
  • Chart 15 Modern Grocery Retailing: Match supermarket in Budapest
  • Chart 16 Modern Grocery Retailing: CBA Prima convenience store in Budapest
  • Chart 17 Modern Grocery Retailing: Agip Café chained forecourt retailer in Budapest
  • Chart 18 Traditional Grocery Retailing: Greengrocer in Budapest

COMPETITIVE LANDSCAPE

  • In 2010, grocery retailers was led by Tesco-Global Áruházak Kft with 10% value share, reaching sales of HuF616 billion with its hypermarkets, supermarkets and convenience stores. The reason for its leading position is its large number of outlets and the new policy which means that it supplies its customers with smaller outlets too, not only hypermarkets. As consumers continuously seek cheaper products due to the worsening economic conditions, Tesco can fulfil the demand with regard to low prices as well as good quality products especially with its private label brands. As small grocery retailers and traditional retailers suffered a decline in volume and value sales, others, such as Tesco gained new customers and sales from this situation, especially because it has the most hypermarkets in Hungary at 103, so if a consumers wishes to make a weekly or monthly shop he/she will likely find a Tesco near to his/her neighbourhood.

CHANNEL PROSPECTS

CHANNEL DATA

  • Table 67 Sales in Grocery Retailing by Category: Value 2005-2010
  • Table 68 Sales in Grocery Retailing by Category: % Value Growth 2005-2010
  • Table 69 Grocery Retailers Company Shares: % Value 2006-2010
  • Table 70 Grocery Retailers Brand Shares: % Value 2007-2010
  • Table 71 Forecast Sales in Grocery Retailing by Category: Value 2010-2015
  • Table 72 Forecast Sales in Grocery Retailing by Category: % Value Growth 2010-2015

Health and Beauty Specialist Retailers in Hungary - Category Analysis

HEADLINES

TRENDS

  • Due to the continuous declining spending power of consumers, health and beauty specialist retailers reached a negative value sales growth in 2010. The leading segment, chemists/pharmacies, saw a negative sales development. Parapharmacies/drugstores, however, reached the highest rate of value sales growth in 2010. Parapharmacies/drugstores widened its network further and opened new outlets.

COMPETITIVE LANDSCAPE

  • The leader company in 2010 was DM-Drogerie Markt Kft in terms of value sales, and a turnover of HuF65 billion in 2010. With this performance, the company held 8% share of value sales. The reason for its success is that it has the widest network. The company has 265 outlets across the country. However, prices of DM-Drogerie Markt are higher than its main competitor Rossmann, but the company tries to redice its prices to the level of Rossmann. Rossmann’s product range, range of private label products and finally its prices are quite similar to DM-Drogerie Markt; however DM-Drogerie Markt is marginally more expensive. With its wider network, DM-Drogerie Markt could make more turnover than its competitors.

CHANNEL PROSPECTS

CHANNEL FORMATS

  • Chart 19 Health and Beauty Specialist Retailers: Evital in Budapest
  • Chart 20 Health and Beauty Specialist Retailers: House of Beauty in Budapest
  • Chart 21 Health and Beauty Specialist Retailers: Douglas in Budapest

CHANNEL DATA

  • Table 73 Health and Beauty Retailers: Value Sales, Outlets and Selling Space 2005-2010
  • Table 74 Health and Beauty Retailers: Value Sales, Outlets and Selling Space: % Growth 2005-2010
  • Table 75 Health and Beauty Retailers Company Shares by Value 2006-2010
  • Table 76 Health and Beauty Retailers Brand Shares by Value 2007-2010
  • Table 77 Health and Beauty Retailers Brand Shares by Outlets 2007-2010
  • Table 78 Health and Beauty Retailers Brand Shares by Selling Space 2007-2010
  • Table 79 Health and Beauty Retailers Forecasts: Value Sales, Outlets and Selling Space 2010-2015
  • Table 80 Health and Beauty Retailers Forecasts: Value Sales, Outlets and Selling Space: % Growth 2010-2015

Homeshopping in Hungary - Category Analysis

HEADLINES

TRENDS

  • The key story of 2010 which had an effect on the whole channel’s performance was that Quelle Bt went bankrupt and the company and its products disappeared from Hungarian homeshopping. The other significant catalogue order company Otto Katalógusáruház Kft could benefit from the loss of Quelle and increase its value sales by a high rate.

COMPETITIVE LANDSCAPE

  • Reader's Digest Hungary led sales in 2010 with HuF6.3 billion turnover and 20% value share. The company offers a very wide range of books and media products in all themes and for all ages from children to the elderly. Reader's Digest Hungary has a long history in the country as the company started to offer its magazine in 1991. The largest proportion of its turnover comes from the selling of Reader’s Digest magazine. Another reason for its success is that it tries to persuade customers to buy a particular product with a prize game.

CHANNEL PROSPECTS

CHANNEL DATA

  • Table 81 Homeshopping by Category: Value 2005-2010
  • Table 82 Homeshopping by Category: % Value Growth 2005-2010
  • Table 83 Homeshopping Company Shares by Value 2006-2010
  • Table 84 Homeshopping Brand Shares by Value 2007-2010
  • Table 85 Homeshopping Forecasts by Category: Value 2010-2015
  • Table 86 Homeshopping Forecasts by Category: % Value Growth 2010-2015

Internet Retailing in Hungary - Category Analysis

HEADLINES

TRENDS

  • The key trend for 2010 was that more and more companies offered online web shops and worked in internet retailing. This type of retailing became very popular, although in 2010 operators needed permission to open an online store and new regulations came into effect; for example, the restriction of selling tobacco via the internet. However, the number of online stores grew by 12% in Hungary and new players were able to perform well over a short period of time, due to the convenience and low prices of internet retailing.

COMPETITIVE LANDSCAPE

  • After the disappearance of Quelle Bt from Hungary, Bookline.hu Rt became the leading company of internet retailing, which sells books, media products, games and cosmetics. Total value sales of the company were HuF3.7 billion in 2010 and its value of the category was 5%. Due to the continuous expanding product range of Bookline.hu, and its fairly low prices and promotions, the company was able to increase its value sales in 2010 by 10%. Bookline.hu was one of the first web shops in Hungary and from the beginning it focused on internet retail; however the company also has store-based bookstores.

CHANNEL PROSPECTS

CHANNEL DATA

  • Table 87 Internet Retailing by Category: Value 2005-2010
  • Table 88 Internet Retailing by Category: % Value Growth 2005-2010
  • Table 89 Internet Retailing Company Shares by Value 2006-2010
  • Table 90 Internet Retailing Brand Shares by Value 2007-2010
  • Table 91 Internet Retailing Forecasts by Category: Value 2010-2015
  • Table 92 Internet Retailing Forecasts by Category: % Value Growth 2010-2015

Leisure and Personal Goods Specialist Retailers in Hungary - Category Analysis

HEADLINES

TRENDS

  • Due to declining purchasing power of consumers and the success of internet retailing which competes with several segments of leisure and personal goods, value sales declined apart from in pet shops and superstores and media products stores. As consumers were unable to spend more money on leisure and entertainment, they were forced to abandon purchasing leisure and personal goods or search for more economical products, and internet retailing benefited from this trend at expense of the whole channel.

CHANNEL FORMATS

  • Chart 22 Leisure and Personal Goods Specialist Retailers: Alexandra in Budapest
  • Chart 23 Leisure and Personal Goods Specialist Retailers: Libri in Budapest
  • Chart 24 Leisure and Personal Goods Specialist Retailers: Pirex in Budapest
  • Chart 25 Leisure and Personal Goods Specialist Retailers: Fressnapf in Budapest
  • Chart 26 Leisure and Personal Goods Specialist Retailers: Ora Ekszer in Budapest

CHANNEL DATA

  • Table 93 Leisure and Personal Goods Specialist Retailers: Value Sales, Outlets and Selling Space 2005-2010
  • Table 94 Leisure and Personal Goods Specialist Retailers: Value Sales, Outlets and Selling Space: % Growth 2005-2010
  • Table 95 Leisure and Personal Goods Specialist Retailers Company Shares by Value 2006-2010
  • Table 96 Leisure and Personal Goods Specialist Retailers Brand Shares by Value 2007-2010
  • Table 97 Leisure and Personal Goods Specialist Retailers Brand Shares by Outlets 2007-2010
  • Table 98 Leisure and Personal Goods Specialist Retailers Brand Shares by Selling Space 2007-2010
  • Table 99 Leisure and Personal Goods Specialist Retailers Forecasts: Value Sales, Outlets and Selling Space 2010-2015
  • Table 100 Leisure and Personal Goods Specialist Retailers Forecasts: Value Sales, Outlets and Selling Space: % Growth 2010-2015

Mixed Retailers in Hungary - Category Analysis

HEADLINES

TRENDS

  • As in previous years, department stores continued to decline in 2010 due to reduced spending power of consumers and because traditional department stores became exclusive and expensive. Although some of the old department stores were reopened in 2010, such as Párizsi Nagyáruház in central Budapest, consumers preferred to visit shopping centres or other retailing outlets as they had to be frugal with their budgets, and also had less money for clothes and other non-essential goods. As there were no new shopping centres opened in 2010, and some of the department stores were closed, the number of outlets declined, which also led to value sales decline.

COMPETITIVE LANDSCAPE

  • The biggest value sales are reached by C&L Focus Kft which has 16 department stores in Budapest and in the other biggest towns of Hungary. The company operates Skála department stores which have the longest history in Hungary. Total value sales of C&L Focus Kft is HuF16 billion in 2010, which means 0.6% share from value sales of non-grocery retailing however this performance is smaller than in 2009. Skála is the best known and widest department store chain in Hungary and as it has an outlet in the bigger cities at highly crowded areas.

CHANNEL PROSPECTS

CHANNEL FORMATS

  • Chart 27 Mixed Retailers: Butlers in Budapest

CHANNEL DATA

  • Table 101 Mixed Retailers: Value Sales, Outlets and Selling Space 2005-2010
  • Table 102 Mixed Retailers: Value Sales, Outlets and Selling Space: % Growth 2005-2010
  • Table 103 Mixed Retailers Company Shares by Value 2006-2010
  • Table 104 Mixed Retailers Brand Shares by Value 2007-2010
  • Table 105 Mixed Retailers Brand Shares by Outlets 2007-2010
  • Table 106 Mixed Retailers Brand Shares by Selling Space 2007-2010
  • Table 107 Mixed Retailers Forecasts: Value Sales, Outlets and Selling Space 2010-2015
  • Table 108 Mixed Retailers Forecasts: Value Sales, Outlets and Selling Space: % Growth 2010-2015

Vending in Hungary - Category Analysis

HEADLINES

TRENDS

  • As no new shopping centres were built in 2010 and the existing possible locations for vending machines were saturated, the big challenge for players was to find new potential places. Operators could hardly find suitable areas where they could place their vending machines, and the channel could not grow in terms of numbers. This led to just a marginally growth in value sales, as customers can find the same machines and same offer like in the previous years.

COMPETITIVE LANDSCAPE

  • In 2010, Pannon Kávé led the sales with its 20% market share from total value sales of vending. The company offers good quality hot drinks, especially coffees what is very popular in Hungary. The second leading company is Coca-Cola HBC Hungary Kft , due to its 17% value share from the total value sales of vending channel. Turnover of the company from vending is HuF1.5 billion. The reason for the leading position of Coca-Cola is that the most popular type of vended products is packaged drinks, and between these products Coca-Cola and drinks of Coca-Cola are the most popular. As all consumers know these brands, and usually they also like them, customers do not hesitate to buy the products of the company, while in case of less popular or known products, customers can tend to choose another one.

CHANNEL PROSPECTS

CHANNEL FORMATS

  • Chart 28 Vending: Budapest (Coca-Cola)
  • Chart 29 Vending: Budapest (Nescafé)
  • Chart 30 Vending: Budapest (Biologikus)

CHANNEL DATA

  • Table 109 Vending by Category: Value 2005-2010
  • Table 110 Vending by Category: % Value Growth 2005-2010
  • Table 111 Vending Company Shares by Value 2006-2010
  • Table 112 Vending Brand Shares by Value 2007-2010
  • Table 113 Vending Forecasts by Category: Value 2010-2015
  • Table 114 Vending Forecasts by Category: % Value Growth 2010-2015

Segmentation

Segmentation

This market research report includes the following:

  • Retailing
    • Store-based Retailing
      • Grocery Retailers
        • Discounters
        • Food/Drink/Tobacco Specialists
        • Hypermarkets
        • Small Grocery Retailers
          • Convenience Stores
          • Forecourt Retailers
            • Chained Forecourt Retailers
            • Independent Forecourt Retailers
          • Independent Small Grocers
        • Supermarkets
        • Other Grocery Retailers
      • Non-Grocery Retailers
        • Clothing and Footwear 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
        • Clothing and Footwear Direct Selling
        • Consumer Electronics 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
        • Other Direct Selling
      • Homeshopping
        • Beauty and Personal Care Homeshopping
        • Clothing and Footwear Homeshopping
        • Consumer Electronics 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
        • Other Homeshopping
      • Internet Retailing
        • Beauty and Personal Care Internet Retailing
        • Clothing and Footwear Internet Retailing
        • Consumer Electronics 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
        • Other Internet Retailing
      • Vending
        • Packaged Drinks Vending
        • Packaged Foods Vending
        • Personal Hygiene Products Vending
        • Tobacco Products Vending
        • Unpackaged Drinks 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 excl sales tax real (constant 2008) prices % growth
  • Retail value retail selling price excl sales tax real (constant 2008) prices local currency, USD, EUR, GBP, CHF, JPY
  • Retail value retail selling price excl sales tax real (constant 2008) prices per capita local currency, USD, EUR, GBP, CHF, JPY
  • Retail value retail selling price incl sales tax real (constant 2008) prices % growth
  • Retail value retail selling price incl sales tax real (constant 2008) prices local currency, USD, EUR, GBP, CHF, JPY
  • Retail value retail selling price incl sales tax real (constant 2008) prices per capita local currency, USD, EUR, GBP, CHF, JPY
  • 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
  • Retail value retail selling price excl sales tax nominal (current) prices % growth
  • Retail value retail selling price excl sales tax nominal (current) prices local currency, USD, EUR, GBP, CHF, JPY
  • Retail value retail selling price excl sales tax nominal (current) prices per capita local currency, USD, EUR, GBP, CHF, JPY
  • Retail value retail selling price incl sales tax nominal (current) prices % growth
  • Retail value retail selling price incl sales tax nominal (current) prices local currency, USD, EUR, GBP, CHF, JPY
  • Retail value retail selling price incl sales tax 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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