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Country Report

Retailing in Mexico

Feb 2012

Price: US$1,900

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EXECUTIVE SUMMARY

Retailing sees a good performance during 2011

During 2011 retailing in Mexico saw a good performance, fuelled by reasonable growth of GDP in the country, at 4%. Despite the fact that this growth was lower than that registered the previous year, at 6%, increased activity in retailers was noticed after the significant lethargy observed in the period 2008-2009. It was also observed that during the period 2010-2011 most chained retailers returned to the growth levels and expansion of the pre-crisis period. In short, during 2011 most retailers recovered their full rates of growth.

Discounters and convenience stores continue to outperform other grocery formats

The explosion of discounters which started in 2008 extended into 2011, making this the fourth year in a row with double-digit current value growth, a feat not accomplished by any other retail format, with only convenience stores coming close. Discounters and convenience stores are small, flexible and ubiquitous formats which successfully serve the low-income and middle-income segments respectively. These are also thriving in small and mid-sized urban areas which were previously neglected by the large chained grocery retailers.

Internet retailing continues to expand, but focuses mostly on travel services

Of all the different channels within retailing, internet retailing saw the strongest growth in 2011. Internet retailing did not only increase in retail value terms by double-digits, with outstanding growth of 20%; higher than any store-based channel. Considering this growth was driven primarily by the demand for travel services, air tickets, hotel rooms and car rental that are excluded from this study, the remaining online purchases that are included were robust as well.

Controladora Comercial Mexicana returns to a path of growth

After two years of deep financial troubles which placed the company on the verge of bankruptcy, Controladora Comercial Mexicana solved its financial situation, cleared a large proportion of its debt burden and got back on the path of growth and expansion in 2011. During 2009 and 2010 the company opened only one new outlet per year, whilst the other large grocery retailers opened dozens of outlets per year, and the clear leader, Wal-Mart de México, opened nearer to three hundred new stores each year. This period of motionlessness was a serious setback against the competition, which will be hard to regain.

Retailing is expected to perform discretely in the coming years

The performance of retailing is strongly tied to the economic performance of the country. Whilst grocery retailing is usually less hit by drastic economic situations, such as that in 2009, non-grocery retailing reflects much more closely any drastic GDP variations in its performance, since such outlets sell non-essential items. Mexico experienced a notable rebound in GDP in 2010, right after the economic crisis passed, but also lower growth in the following year. Predictions for 2012 and onwards point to relatively low growth in GDP, given the troubled economy in the US, which receives more than 80% of Mexico’s exports. Whilst there is great uncertainty about the coming years, it is expected that retailing will perform discretely, with grocery retailers outperforming non-grocery retailers, which offer non-essential merchandise.


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Overview

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

The Retailing in Mexico 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 Mexico?
  • Who are the leading retailers in Mexico?
  • How is retailing performing in Mexico?
  • What is the retailing environment like in Mexico?
  • 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 Mexico - Industry Overview

EXECUTIVE SUMMARY

Retailing sees a good performance during 2011

Discounters and convenience stores continue to outperform other grocery formats

Internet retailing continues to expand, but focuses mostly on travel services

Controladora Comercial Mexicana returns to a path of growth

Retailing is expected to perform discretely in the coming years

KEY TRENDS AND DEVELOPMENTS

Security issues rise in retailing

Store-based retailers increasingly engage in social internet networks

Growth in discounters and convenience stores creates concern amongst traditional retailers

Controladora Comercial Mexicana overcomes bankruptcy threat and returns to growth

Joint government - an initiative to reactivate the economy

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 Sales in Non-Grocery Retailers by Category: Value 2006-2011
  • Table 8 Sales in Non-Grocery Retailers by Category: % Value Growth 2006-2011
  • Table 9 Sales in Non-store Retailing by Category: Value 2006-2011
  • Table 10 Sales in Non-store Retailing by Category: % Value Growth 2006-2011
  • Table 11 Retailing Company Shares: % Value 2007-2011
  • Table 12 Retailing Brand Shares: % Value 2008-2011
  • Table 13 Store-Based Retailing Company Shares: % Value 2007-2011
  • Table 14 Store-Based Retailing Brand Shares: % Value 2008-2011
  • Table 15 Non-Grocery Retailers Company Shares: % Value 2007-2011
  • Table 16 Non-Grocery Retailers Brand Shares: % Value 2008-2011
  • Table 17 Non-store Retailing Company Shares: % Value 2007-2011
  • Table 18 Non-store Retailing Brand Shares: % Value 2008-2011
  • Table 19 Forecast Sales in Retailing by Category: Value 2011-2016
  • Table 20 Forecast Sales in Retailing by Category: % Value Growth 2011-2016
  • Table 21 Forecast Sales in Store-Based Retailing by Category: Value 2011-2016
  • Table 22 Forecast Sales in Store-Based Retailing by Category: % Value Growth 2011-2016
  • 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
  • Table 25 Forecast Sales in Non-store Retailing by Category: Value 2011-2016
  • Table 26 Forecast Sales in Non-store Retailing by Category: % Value Growth 2011-2016

APPENDIX

Operating environment

Cash and carry

DEFINITIONS

SOURCES

  • Summary 1 Research Sources

Retailing in Mexico - Company Profiles

7-Eleven México SA de CV in Retailing (Mexico)

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

COMPANY BACKGROUND

PRIVATE LABEL

  • Summary 4 7-Eleven México SA de CV: Private Label Portfolio

COMPETITIVE POSITIONING

  • Summary 5 7-Eleven México SA de CV: Competitive Position 2011

Avon Cosmetics SA de CV in Retailing (Mexico)

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

COMPANY BACKGROUND

COMPETITIVE POSITIONING

  • Summary 7 Avon Cosmetics SA de CV: Competitive Position 2010

Cadena Comercial OXXO SA de CV in Retailing (Mexico)

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

COMPANY BACKGROUND

PRIVATE LABEL

  • Summary 10 Cadena Comercial OXXO SA de CV: Key Facts

COMPETITIVE POSITIONING

  • Summary 11 Cadena Comercial OXXO SA de CV: Competitive Position 2011

Casa Ley SA de CV in Retailing (Mexico)

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

COMPANY BACKGROUND

PRIVATE LABEL

  • Summary 14 Casa Ley SA de CV: Private Label Portfolio

COMPETITIVE POSITIONING

  • Summary 15 Casa Ley SA de CV: Competitive Position 2011

Controladora Comercial Mexicana SA de CV - CCM in Retailing (Mexico)

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

  • Summary 18 Controladora Comercial Mexicana SA de CV: Share of Sales Generated by Internet Retailing

COMPANY BACKGROUND

PRIVATE LABEL

  • Summary 19 Controladora Comercial Mexicana SA de CV: Private Label Portfolio

COMPETITIVE POSITIONING

  • Summary 20 Controladora Comercial Mexicana SA de CV: Competitive Position 2011

Coppel SA de CV in Retailing (Mexico)

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

  • Summary 23 Coppel SA de CV: Share of Sales Generated by Internet Retailing

COMPANY BACKGROUND

PRIVATE LABEL

  • Summary 24 Coppel SA de CV: Private Label Portfolio

COMPETITIVE POSITIONING

  • Summary 25 Coppel SA de CV: Competitive Position 2011

Corporativo Fragua SA de CV in Retailing (Mexico)

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

COMPANY BACKGROUND

PRIVATE LABEL

  • Summary 28 Corporativo Fragua SA de CV: Private Label Portfolio

COMPETITIVE POSITIONING

  • Summary 29 Corporativo Fragua SA de CV: Competitive Position 2011

El Puerto de Liverpool SA de CV in Retailing (Mexico)

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

  • Summary 32 El Puerto de Liverpool SA de CV: Share of Sales Generated by Internet Retailing

COMPANY BACKGROUND

PRIVATE LABEL

  • Summary 33 El Puerto de Liverpool SA de CV: Private Label Portfolio

COMPETITIVE POSITIONING

  • Summary 34 El Puerto de Liverpool SA de CV: Competitive Position 2011

Elektra SA de CV, Grupo in Retailing (Mexico)

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

  • Summary 37 Grupo Elektra SA de CV: Share of Sales Generated by Internet Retailing

COMPANY BACKGROUND

PRIVATE LABEL

  • Summary 38 Grupo Elektra SA de CV: Private Label Portfolio

COMPETITIVE POSITIONING

  • Summary 39 Grupo Elektra SA de CV: Competitive Position 2011

Farmacias Benavides SA de CV in Retailing (Mexico)

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

COMPANY BACKGROUND

PRIVATE LABEL

  • Summary 42 Farmacias Benavides SA de CV: Private Label Portfolio

COMPETITIVE POSITIONING

  • Summary 43 Farmacias Benavides SA de CV: Competitive Position 2011

Gigante SA de CV, Grupo in Retailing (Mexico)

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

COMPANY BACKGROUND

PRIVATE LABEL

  • Summary 46 Gigante SA de CV, Grupo: Private Label Portfolio

COMPETITIVE POSITIONING

  • Summary 47 Gigante SA de CV, Grupo: Competitive Position 2011

Jafra Cosmetics International SA de CV in Retailing (Mexico)

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

COMPANY BACKGROUND

COMPETITIVE POSITIONING

  • Summary 49 Jafra Cosmetics International SA de CV: Competitive Position 2011

Organización Soriana SA de CV in Retailing (Mexico)

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

  • Summary 52 Organización Soriana SA de CV: Share of Sales Generated by Internet Retailing

COMPANY BACKGROUND

PRIVATE LABEL

  • Summary 53 Organización Soriana SA de CV: Private Label Portfolio

COMPETITIVE POSITIONING

  • Summary 54 Organización Soriana SA de CV: Competitive Position 2011

Palacio de Hierro SA de CV, Grupo in Retailing (Mexico)

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

  • Summary 57 Grupo Palacio de Hierro SA de CV: Share of Sales Generated by Internet Retailing

COMPANY BACKGROUND

PRIVATE LABEL

  • Summary 58 Grupo Palacio de Hierro SA de CV: Private Label Portfolio

COMPETITIVE POSITIONING

  • Summary 59 Grupo Palacio de Hierro SA de CV: Competitive Position 2011

Sanborns SA de CV, Grupo in Retailing (Mexico)

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

  • Summary 62 Grupo Sanborns SA de CV: Share of Sales Generated by Internet Retailing

COMPANY BACKGROUND

PRIVATE LABEL

  • Summary 63 Grupo Sanborns SA de CV: Private Label

COMPETITIVE POSITIONING

  • Summary 64 Grupo Sanborns SA de CV: Competitive Position 2011

Wal-Mart de México SA de CV in Retailing (Mexico)

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

  • Summary 67 Wal-Mart de México SA de CV: Share of Sales Generated by Internet Retailing

COMPANY BACKGROUND

PRIVATE LABEL

  • Summary 68 Wal-Mart de México SA de CV: Private Label

COMPETITIVE POSITIONING

  • Summary 69 Wal-Mart de México SA de CV: Competitive Position 2011

Apparel Specialist Retailers in Mexico - Category Analysis

HEADLINES

TRENDS

  • Apparel specialist retailers was under considerable stress during the review period and in the past decade, due to the very high levels of pirated, counterfeit and illegal products in the country. However, in the first quarter of 2011 the channel was forced to face another situation which was an extra obstacle to growth. During the first months of this year, it confronted a temporary crisis due to the soaring international prices of cotton. Mexico produces only a quarter of its cotton requirements, and is forced to import the rest, which is subject to international prices, and hence more vulnerable to currency exchange variations. The price of cotton peaked in March 2011, reaching US$2.25 per lb, forcing many apparel retailers to increase prices, some of them by as much as 30%. However, by the fourth quarter of the same year the cotton price was more reasonable, at US$1.20 per lb. This event showed how linked the channel is to the international price variations of some commodities; this is an event which is likely to be repeated in the future.

CHANNEL DATA

  • Table 27 Apparel Specialist Retailers: Value Sales, Outlets and Selling Space 2006-2011
  • Table 28 Apparel Specialist Retailers: Value Sales, Outlets and Selling Space: % Growth 2006-2011
  • Table 29 Apparel Specialist Retailers Company Shares by Value 2007-2011
  • Table 30 Apparel Specialist Retailers Brand Shares by Value 2008-2011
  • Table 31 Apparel Specialist Retailers Brand Shares by Outlets 2008-2011
  • Table 32 Apparel Specialist Retailers Brand Shares by Selling Space 2008-2011
  • Table 33 Apparel Specialist Retailers Forecasts: Value Sales, Outlets and Selling Space 2011-2016
  • Table 34 Apparel Specialist Retailers Forecasts: Value Sales, Outlets and Selling Space: % Growth 2011-2016

Direct Selling in Mexico - Category Analysis

HEADLINES

TRENDS

  • Direct selling greatly benefits from weak job creation and an unstable economic environment. Typically, people working in direct selling are those holding precarious employment, often they see direct selling as a refuge from unemployment or/and underemployment. Given the low capacity of the Mexican economy to create formal jobs, direct selling has slowly but steadily grown in terms of the number of salespeople. It is estimated that from 2001 to 2010 as many as 8.5 million people entered the Mexican workforce, but only 2.2 million were actually registered in the formal economy. Despite the fact that unemployment levels saw all-time growth during 2009, this figure actually decreased during the 2010-2011 period. However, the number of people working in the informal economy rose to nearly 13 million, matching those registered at the IMSS (Instituto Mexicano del Seguro Social – Social Security Institute), which registers people in the formal economy.

COMPETITIVE LANDSCAPE

  • Two beauty companies led direct selling in 2011, Avon Cosmetics and Jafra Cosmetics International both with a 10% share. Beauty products are the most popular in this retail format, and both companies profit from decades of operating in the Mexican market, besides having a very large sales force. On the other hand, Herbalife Internacional de México, with a 7% share of value sales, was the third largest direct selling company, taking advantage of the current health and wellness trend, trying to fight the high rates of obesity in the country. This trend helped the company to register the strongest growth in the channel.

PROSPECTS

  • Difficult times usually see the number of sales representatives increase, since, as explained, many people look for direct selling as a shelter from unemployment and underemployment. This large sales force tends to increase the sales of the channel, but this can be misleading, since vendors in this channel tend to work for more than one company. Given this situation, it is logical that an adverse economic situation for the country might strongly benefit this retail channel. Furthermore, affluent consumers do not usually buy from direct selling vendors, since they look for higher-quality products at store-based retailers; but a difficult economic situation fuels the sales of this channel. As of the last quarter of 2011, economic uncertainty had placed a lot of stress on the economy, hence it is difficult to predict the future performance with such an uncertain economy. Finally, since the high obesity rates in the country do not seem to be decreasing, consumer health, the fifth most popular category in the channel, is expected to maintain an upwards trend.

CHANNEL INDICATORS

  • Table 35 Direct Selling Agents 2008-2009

CHANNEL DATA

  • Table 36 Direct Selling by Category: Value 2006-2011
  • Table 37 Direct Selling by Category: % Value Growth 2006-2011
  • Table 38 Direct Selling Company Shares by Value 2007-2011
  • Table 39 Direct Selling Brand Shares by Value 2008-2011
  • Table 40 Direct Selling Forecasts by Category: Value 2011-2016
  • Table 41 Direct Selling Forecasts by Category: % Value Growth 2011-2016

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

HEADLINES

TRENDS

  • Current value sales in DIY, home improvement and garden centres showed only an acceptable performance during 2011. There were several reasons for this performance, and for the slow creation of new outlets. The DIY culture amongst individual consumers is not widespread in Mexico, and most sales go through skilled tradespeople who perform home improvement and maintenance jobs. Besides, the construction industry, one of the most significant industries in the whole economy, remained somewhat stagnant, reducing sales of construction materials. It is a fact that in Mexico skilled tradespeople of all kinds (plumbers, bricklayers, electricians, painters) are low-salaried people, and the vast majority of the Mexican population (not only high- and middle-income earners) prefer to pay for home improvement tasks to be carried out, rather than engaging in DIY. This situation helps to understand the meagre growth in number of outlets, at only 400 in 2011.

CHANNEL DATA

  • Table 42 DIY, Home Improvement and Garden Centres: Value Sales, Outlets and Selling Space 2006-2011
  • Table 43 DIY, Home Improvement and Garden Centres: Value Sales, Outlets and Selling Space: % Growth 2006-2011
  • Table 44 DIY, Home Improvement and Garden Centres Company Shares by Value 2007-2011
  • Table 45 DIY, Home Improvement and Garden Centres Brand Shares by Value 2008-2011
  • Table 46 DIY, Home Improvement and Garden Centres Brand Shares by Outlets 2008-2011
  • Table 47 DIY, Home Improvement and Garden Centres Brand Shares by Selling Space 2008-2011
  • Table 48 DIY, Home Improvement and Garden Centres Forecasts: Value Sales, Outlets and Selling Space 2011-2016
  • Table 49 DIY, Home Improvement and Garden Centres Forecasts: Value Sales, Outlets and Selling Space: % Growth 2011-2016

Electronics and Appliance Specialist Retailers in Mexico - Category Analysis

HEADLINES

TRENDS

  • Electronics and appliance specialist retailers in Mexico registered very low growth in terms of outlets in 2011, due mostly to the strong indirect competition that this channel faces from many retail formats. There is an ample product range of home appliances and electronics in a number of other retail channels. Variety stores such as Sanborns, Salinas y Rocha, Famsa, Elektra and Coppel offer a wide range of products, and all of them, with the exception of Sanborns, offer credit facilities to encourage low-income consumers to buy. However, furniture and furnishings stores (practically all of them) also have this kind of offering, as well as stationers (Office Max, Office Depot, Hiperlumen offer all electronics, but not home appliances) and practically all department stores. Also, electronics are now increasingly marketed via the internet. Even large grocery retailers (Walmart, Comercial Mexicana and Soriana) offer electronics and home appliances at very competitive prices. This strong competition from a large number of channels discouraged the expansion of electronics and appliance specialist retailers.

CHANNEL FORMATS

  • Chart 1 Electronics and Appliance Specialist Retailers: RadioShack in Mexico City, Mexico

CHANNEL DATA

  • Table 50 Electronics and Appliance Specialist Retailers: Value Sales, Outlets and Selling Space 2006-2011
  • Table 51 Electronics and Appliance Specialist Retailers: Value Sales, Outlets and Selling Space: % Growth 2006-2011
  • Table 52 Electronics and Appliance Specialist Retailers Company Shares by Value 2007-2011
  • Table 53 Electronics and Appliance Specialist Retailers Brand Shares by Value 2008-2011
  • Table 54 Electronics and Appliance Specialist Retailers Brand Shares by Outlets 2008-2011
  • Table 55 Electronics and Appliance Specialist Retailers Brand Shares by Selling Space 2008-2011
  • Table 56 Electronics and Appliance Specialist Retailers Forecasts: Value Sales, Outlets and Selling Space 2011-2016
  • Table 57 Electronics and Appliance Specialist Retailers Forecasts: Value Sales, Outlets and Selling Space: % Growth 2011-2016

Furniture and Furnishings Stores in Mexico - Category Analysis

HEADLINES

TRENDS

  • Furniture and furnishings stores registered reasonable growth during 2010-2011; notable after the disaster seen in 2009. However, the recovery was rather weak, and as of 2011 the channel had not yet reached the same retail value as before the crisis in 2007. Despite frequent government announcements with regard to the recovery of the Mexican economy from this crisis, the data shows that some recovery has been achieved, but still insufficient to claim total recovery. The consumer confidence index is clear proof of this. This index indicates the probability of people engaging in the purchase of durable goods, with furniture a typical example. The consumer confidence index reached an all-time low of 77 in October 2009, recovering during 2010 to reach a high of 92 by September of that year, but has not been able to reach the all-time high of 112, reaching a high of 96 in July 2011.

CHANNEL DATA

  • Table 58 Furniture and Furnishings Stores: Value Sales, Outlets and Selling Space 2006-2011
  • Table 59 Furniture and Furnishings Stores: Value Sales, Outlets and Selling Space: % Growth 2006-2011
  • Table 60 Furniture and Furnishings Stores Company Shares by Value 2007-2011
  • Table 61 Furniture and Furnishings Stores Brand Shares by Value 2008-2011
  • Table 62 Furniture and Furnishings Stores Brand Shares by Outlets 2008-2011
  • Table 63 Furniture and Furnishings Stores Brand Shares by Selling Space 2008-2011
  • Table 64 Furniture and Furnishings Stores Forecasts: Value Sales, Outlets and Selling Space 2011-2016
  • Table 65 Furniture and Furnishings Stores Forecasts: Value Sales, Outlets and Selling Space: % Growth 2011-2016

Grocery Retailers in Mexico - Category Analysis

HEADLINES

TRENDS

  • During the first half of 2011 grocery retailers saw reasonably good rates of growth, but faced obstacles by the third quarter of this year, due to the uncertainty in the economy at a global level. Large chained grocers took advantage of the economic difficulties since 2008, when the expansion of discounters exploded. Most people in Mexico continued to consume under a tight budget, being cautious when spending, despite the economic growth during 2011 and in the previous year. This situation led not only discounters but also other grocery retail formats to operate with continuous price-based promotions in order to attract consumers. In short, despite a better overall economic performance in the country, people were still cautious when spending, and this cautiousness encouraged all channels to keep offering price-based promotions.

TRADITIONAL VS MODERN

COMPETITIVE LANDSCAPE

  • There are two companies which clearly dominate grocery retailers. Wal-Mart de México is the most notable, dominating every single modern grocery retail format (hypermarkets, discounters and supermarkets) with the sole exception of convenience stores, in which it does not participate. Wal-Mart held close to an 18% share of value sales in overall grocery retailing, and a 31% value share in modern grocery retailers in 2011. With over Mx$225 billion in grocery sales in 2011, Wal-Mart is actually larger than the following three largest grocery retailers combined. The company is privileged in the sense that it has dominated modern grocery retailing in Mexico since day one: the company actually entered the Mexican market in the early 1990s via the aggressive acquisition of Grupo Cifra, then the largest grocery retailer in Mexico. Since then, the share of the company has been constantly growing. The distant runner-up in 2011, Organización Soriana, held a distant 7% share of overall grocery retailers, and 13% of modern grocery retailers.

PROSPECTS

  • After a good performance during 2010, when Mexico’s GDP increased by more than 5%, the Mexican economy began seeing problems after the adverse global economic events of the third quarter of 2011. These events made the domestic economy underperform, and put considerable pressure on grocery retailing, as well as on the disposable incomes of the vast majority of the population. However, these adverse events actually pushed modern grocery retailing in the very same direction it has taken since 2008, which is to rely heavily on the expansion of small, more flexible discounters which will keep targeting the low-income segments in small and mid-sized cities, but also troubled middle-income earners.

CHANNEL FORMATS

  • Chart 2 Modern Grocery Retailers: 7-Eleven in Mexico City, Mexico
  • Chart 3 Modern Grocery Retailers: OXXO in Mexico City, Mexico
  • Chart 4 Modern Grocery Retailers: Super City in Mexico City, Mexico
  • Chart 5 Modern Grocery Retailers: Walmart Supercenter in Mexico City, Mexico
  • Chart 6 Modern Grocery Retailers: Chedraui in Mexico City, Mexico
  • Chart 7 Modern Grocery Retailers: Comercial Mexicana in Mexico City, Mexico

CHANNEL DATA

  • Table 66 Sales in Grocery Retailers by Category: Value 2006-2011
  • Table 67 Sales in Grocery Retailers by Category: % Value Growth 2006-2011
  • Table 68 Grocery Retailers Company Shares: % Value 2007-2011
  • Table 69 Grocery Retailers Brand Shares: % Value 2008-2011
  • Table 70 Forecast Sales in Grocery Retailers by Category: Value 2011-2016
  • Table 71 Forecast Sales in Grocery Retailers by Category: % Value Growth 2011-2016

Health and Beauty Specialist Retailers in Mexico - Category Analysis

HEADLINES

TRENDS

  • The Mexican health authorities have been worried for a while about people self-medicating and creating more resistant bacteria and viruses. Following this worry, in August 2010 new legislation demanding a prescription to sell over 1,000 brands and types of antibiotics was enforced in the whole country. It was reported at the end of 2010 that this legal constraint had cost around Mx$300 million in lost sales to chemists/pharmacies and parapharmacies/drugstores, whilst the cost for 2011 reached over Mx$500 million when comparing the total year’s result with the previous year. Antibiotics are in high demand in the country, and this relatively recently approved law drove down sales of total medication by around 25%; this is an important drop, considering that sales of antibiotics represent over a third of total sales of pharmaceuticals.

COMPETITIVE LANDSCAPE

  • Health and beauty specialist retailers is highly fragmented, with only one company accounting for more than a 10% share of retail value sales, and only four with more than a 5% share. Corporativo Fragua, the owner of the successful Farmacias Guadalajara chain, was the leading company in 2011, holding a remarkable 14% value share, but only accounted for a 1% share of outlet numbers. Farmacias Guadalajara opened 60 new outlets during 2011, and was by far the most active company in parapharmacies/drugstores. The runner-up, Farmacias Similares, held a 7% share of value sales, but led in terms of the number of outlets, with a share of 6%. This discrepancy can be explained by the larger sales that a typical parapharmacy/drugstore makes when compared with a regular chemist/pharmacy. A typical outlet of Farmacias Guadalajara has sales of Mx$25 million per year, whilst the typical outlet of Farmacias de Similares makes less than Mx$3 million per year. This imbalance is found through all the possible comparisons between parapharmacies/drugstores and chemists/ pharmacies.

PROSPECTS

  • As of 2011 it is estimated that around 17% of the retail value of medicines sold came from generic products. This share is highly likely to keep increasing in the immediate future. The Mexican population is rapidly turning to generic medicines, leaving behind branded products; this situation benefits some specific chained chemists/pharmacies and parapharmacies/drugstores, such as Farmacias de Similares and Farmacias del Ahorro, which have launched their own private label generic products. However, this move had already been made by large chained grocery retailers with their own private label medicines, such as Medimart by Wal-Mart and Farmacon by Comercial Mexicana, which are also increasingly turning to generics to attract consumers. Unfortunately for independent small businesses, they can profit from the expansion of generic products, but are not able to make their own private label products, a situation which puts an extra pressure on the constant competition they receive from chains, parapharmacies/drugstores and large chained grocery retailers.

CHANNEL FORMATS

  • Chart 8 Health and Beauty Specialist Retailers: Farmacias Guadalajara in Mazatlan, Mexico

CHANNEL DATA

  • Table 72 Health and Beauty Retailers: Value Sales, Outlets and Selling Space 2006-2011
  • Table 73 Health and Beauty Retailers: Value Sales, Outlets and Selling Space: % Growth 2006-2011
  • Table 74 Health and Beauty Retailers Company Shares by Value 2007-2011
  • Table 75 Health and Beauty Retailers Brand Shares by Value 2008-2011
  • Table 76 Health and Beauty Retailers Brand Shares by Outlets 2008-2011
  • Table 77 Health and Beauty Retailers Brand Shares by Selling Space 2008-2011
  • Table 78 Health and Beauty Retailers Forecasts: Value Sales, Outlets and Selling Space 2011-2016
  • Table 79 Health and Beauty Retailers Forecasts: Value Sales, Outlets and Selling Space: % Growth 2011-2016

Homeshopping in Mexico - Category Analysis

HEADLINES

TRENDS

  • Of the four channels within non-store retailing, homeshopping was the one registering the lowest growth in current value terms in 2011. Homeshopping has traditionally faced serious obstacles, such as people wanting interaction with the objects they purchase, or the bad name of the so called “miracle products”, but the emergence of the internet has been the most serious obstacle to the growth of homeshopping. Whilst it is true that the internet cannot offer the possibility of physically touching the merchandise either, this is a more responsive and interactive media, much better at offering detailed information than homeshopping. So superior is the internet in this regard that most homeshopping companies have their own websites to conduct online commerce. The fact that companies are steadily shifting from homeshopping to internet retailing helps to explain to underperformance of homeshopping when compared with all the other non-store retailing channels.

COMPETITIVE LANDSCAPE

  • The strong position of Teléfonos de México (TELMEX) within this retail channel is demonstrated by the fact that a third of value sales were achieved by this company in 2011, and no other company has a value share of more than 5%. TELMEX maintained a virtual monopoly of the telephone industry, first controlled by the Mexican government, and later by a privately-held company, until the company faced competition from the mid 2000s. Yet, as of 2011 the company held over 80% of all fixed phone lines and over 70% of mobile phone lines via its sister company America Movil. Such a large dominance of telecommunications allows TELMEX to promote a large number of communication and technology products, as well as the full product range of the Apple company, using not only catalogues, but the internet and its own stores right next to its many offices around the country.

PROSPECTS

  • It is highly likely that in the coming years homeshopping will consolidate in a few categories which will cover a rather small and barely growing channel. Internet retailing will continue to erode sales, but homeshopping will not disappear. It is likely that companies increasingly rely on the internet for sales, and even encourage consumers to buy online. However, in the end, there will always be “dead time” in TV schedules, usually in the early hours of the morning; air time which companies will keep buying to promote their products.

CHANNEL DATA

  • Table 80 Homeshopping by Category: Value 2006-2011
  • Table 81 Homeshopping by Category: % Value Growth 2006-2011
  • Table 82 Homeshopping Company Shares by Value 2007-2011
  • Table 83 Homeshopping Brand Shares by Value 2008-2011
  • Table 84 Homeshopping Forecasts by Category: Value 2011-2016
  • Table 85 Homeshopping Forecasts by Category: % Value Growth 2011-2016

Internet Retailing in Mexico - Category Analysis

HEADLINES

TRENDS

COMPETITIVE LANDSCAPE

  • Internet retailing is highly fragmented, with only two companies accounting for more than a 5% share of value sales. With a 16% share of value sales Amazon.com leads based on their wide portfolio of products offered. Often products are purchased from retailers in the USA and then shipped to Mexico or a P.O. box in the USA and then forwarded on to Mexico, constituting a retail sale in Mexico since the product is ordered and sent to the consumer located there. El Puerto de Liverpool (also in department stores) falls in second place with a 6% share of value sales. This company profits from its ambitious expansion plans of physical outlets as well as from targeting high-income consumers, the income segment which accounts for most of the people engaging in internet retailing.

PROSPECTS

  • Internet retailing is expected to keep outperforming practically all store-based and non-store-based retail formats for the foreseeable future, but the challenge is to move this channel on from the boundaries of the affluent population group in the country. As computer ownership with internet access keeps expanding in the households of middle-income earners, and even some low-income potential consumers, expansion of online commerce is likely to increase. Since this channel is still very small, it is expected that growth will be seen, even if it is still mostly confined to affluent people.

CHANNEL DATA

  • Table 86 Internet Retailing by Category: Value 2006-2011
  • Table 87 Internet Retailing by Category: % Value Growth 2006-2011
  • Table 88 Internet Retailing Company Shares by Value 2007-2011
  • Table 89 Internet Retailing Brand Shares by Value 2008-2011
  • Table 90 Internet Retailing Forecasts by Category: Value 2011-2016
  • Table 91 Internet Retailing Forecasts by Category: % Value Growth 2011-2016

Leisure and Personal Goods Specialist Retailers in Mexico - Category Analysis

HEADLINES

TRENDS

  • Mexico has a long story with regard to a large informal economy, which comprises a series of economic phenomena such as the black market, counterfeits, pirate products and stolen merchandise. Mexico is actually the fourth largest producer in the world of pirate products in the world, after China, Russia and Brazil. The financial losses (sales, taxes, salaries, royalties) due to illegal pirate products are estimated at around US$75.0 billion. It is estimated that more than 90% of all people older than 18 have acquired an illegal product in the country at least once. There are a number of channels affected by this situation, and in the case of leisure and personal goods specialist retailers these are media product stores, sports goods retailers and traditional toys and games stores. The impact on these channels, combined with the uncertain economic environment, is a serious restraint for growth in leisure and personal goods specialist retailers.

CHANNEL FORMATS

  • Chart 9 Leisure and Personal Goods Specialist Retailers: Office Depot in Mexico City, Mexico

CHANNEL DATA

  • Table 92 Leisure and Personal Goods Specialist Retailers: Value Sales, Outlets and Selling Space 2006-2011
  • Table 93 Leisure and Personal Goods Specialist Retailers: Value Sales, Outlets and Selling Space: % Growth 2006-2011
  • Table 94 Leisure and Personal Goods Specialist Retailers Company Shares by Value 2007-2011
  • Table 95 Leisure and Personal Goods Specialist Retailers Brand Shares by Value 2008-2011
  • Table 96 Leisure and Personal Goods Specialist Retailers Brand Shares by Outlets 2008-2011
  • Table 97 Leisure and Personal Goods Specialist Retailers Brand Shares by Selling Space 2008-2011
  • Table 98 Leisure and Personal Goods Specialist Retailers Forecasts: Value Sales, Outlets and Selling Space 2011-2016
  • Table 99 Leisure and Personal Goods Specialist Retailers Forecasts: Value Sales, Outlets and Selling Space: % Growth 2011-2016

Mixed Retailers in Mexico - Category Analysis

HEADLINES

TRENDS

  • Mexican consumers were still cautious about their spending during 2011, as well as in 2010. As a result of such cautious behaviour, companies in department stores and warehouse clubs, both of which target high- and middle-income consumers, registered only marginal growth in the number of outlets. Variety store chains registered healthier growth in outlets; all of them (with the exception of Sanborns) targeting the low-income segment. During 2010 department stores increased in number by only two new outlets, and by only four in 2011. Warehouse clubs increased by only 11 new outlets during 2010, and by eight stores in 2011. However, variety stores increased by 141 new stores during 2010, and by a remarkable 265 new outlets in 2011. There are two reasons for this large discrepancy. First, most variety stores are small outlets which average some 750 sq m, whilst a typical warehouse club averages nearly 8,000 sq m and a department store close to 11,000 sq m, signalling a much larger investment per store for the two latter formats, and a much more affordable investment for variety stores The other reason is that variety stores target a much larger population segment, that of low-income earners, whilst warehouse clubs, and mostly department stores, target the middle- and high-income segments, which are very cautious in their spending.

COMPETITIVE LANDSCAPE

  • Mixed retailers is a very fragmented channel; however, the leading brand, Sam’s Club, held a remarkable 28% share of total retail sales in 2011. This brand has the strong backing of Wal-Mart, and with only 116 stores it accounted for sales of Mx$92.0 billion in 2011. Despite having considerably fewer outlets than other chains within mixed retailers (for instance Grupo Elektra had almost 1,000 outlets and Famsa - Fabricantes Muebleros almost 400 stores in 2011), Sam’s Club registered an amazing performance per store, with annual sales of Mx$800 million, second only to El Palacio de Hierro outlets at Mx$1.3 billion a year per store.

PROSPECTS

  • Overall, mixed retailers is expected to see disparate results in the forecast period, given the large differences between channels. Variety stores, due to relying mostly on small and flexible outlets which require lower investment, is expected to record stronger growth in sales during the forecast period ending in 2016, expecting a constant value CAGR of 10%, the highest of all channels in mixed retailers. On the other hand, department stores, targeting high-income consumers who are still cautious about their spending, is expected to register the lowest growth in sales, with a constant value CAGR of 7%. An adverse and uncertain economic environment during the last quarter of the review period revived fears of a double-dip recession, a situation which drove down the confidence of Mexican consumers, and was also seen in other countries. Such fears place a burden on the whole of retailing, but this situation is more evident amongst those retailers targeting high-income consumers.

CHANNEL FORMATS

  • Chart 10 Mixed Retailers: Liverpool in Mexico City, Mexico
  • Chart 11 Mixed Retailers: El Palacio de Hierro in Mexico City, Mexico
  • Chart 12 Mixed Retailers: Coppel in Mexico City, Mexico
  • Chart 13 Mixed Retailers: Elektra in Mexico City, Mexico
  • Chart 14 Mixed Retailers: Sanborns in Mexico City, Mexico

CHANNEL DATA

  • Table 100 Mixed Retailers: Value Sales, Outlets and Selling Space 2006-2011
  • Table 101 Mixed Retailers: Value Sales, Outlets and Selling Space: % Growth 2006-2011
  • Table 102 Mixed Retailers Company Shares by Value 2007-2011
  • Table 103 Mixed Retailers Brand Shares by Value 2008-2011
  • Table 104 Mixed Retailers Brand Shares by Outlets 2008-2011
  • Table 105 Mixed Retailers Brand Shares by Selling Space 2008-2011
  • Table 106 Mixed Retailers Forecasts: Value Sales, Outlets and Selling Space 2011-2016
  • Table 107 Mixed Retailers Forecasts: Value Sales, Outlets and Selling Space: % Growth 2011-2016

Vending in Mexico - Category Analysis

HEADLINES

TRENDS

  • The number of vending machines has increased over the years, serving a niche of captive and semi-captive consumers. However, these consumers have a number of options when purchasing the main products currently offered by vending machines in the country: soft drinks, savoury snacks and some confectionery and bakery products. The important direct competition is vast, and includes convenience stores, parapharmacies/drugstores, discounters, independent small grocers, hypermarkets, supermarkets and even specialist food retailers. Furthermore, the informal economy has thousands of individuals offering the very same products on streets and avenues with high pedestrian traffic. This reason alone forced vending to see single-digit growth in 2011, quite similar to that in the previous two years.

COMPETITIVE LANDSCAPE

  • Vending is highly concentrated, with only a handful companies holding an 80% share of value sales, all of them in the packaged food and soft drinks markets. Coca-Cola FEMSA, with a 49% share of value sales, was the leading company in 2011, offering mostly carbonated drinks, but also a wide variety of other beverages, such as RTD tea, bottled water, functional bottled water and energy drinks. The fact that Mexico is not only the largest per capita consumer of carbonated drinks, and also the largest per capita consumer of bottled water, explains the dominance of Coca-Cola FEMSA within this channel, which is so skewed towards the sale of soft drinks. In far second in 2011, Grupo Bimbo held a 21% share of value sales, offering bakery products, confectionery (with the Ricolino brand) and snacks under its Barcel brand.

PROSPECTS

  • It is expected that growth in vending will be healthy during the forecast period, but with a single-digit constant value CAGR of 6% it will be insufficient to change the current status of vending as a minor retail channel into something more relevant. Furthermore, if a double recession hits the country, consumers will turn more to street vendors or take their own beverages to their offices, schools and other places, rather than turning to vending machines.

CHANNEL DATA

  • Table 108 Vending by Category: Value 2006-2011
  • Table 109 Vending by Category: % Value Growth 2006-2011
  • Table 110 Vending Company Shares by Value 2007-2011
  • Table 111 Vending Brand Shares by Value 2008-2011
  • Table 112 Vending Forecasts by Category: Value 2011-2016
  • Table 113 Vending Forecasts 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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