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Country Report

Retailing in Mexico

Feb 2011

Price: $1,900

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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 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.

Sample Analysis

EXECUTIVE SUMMARY

A slower than expected recovery puts pressure on retailing

After a disastrous year for the economy in 2009, expectations for a quick recovery hit a wall by the first half of 2010, making highly probable a real recovery until 2011. During 2009 the Mexican economy registered the largest drop in GDP in almost eight decades. Such a poor performance had an immediate effect on nearly every economic parameter and adversely affected consumption at all levels and for all products. High expectations resurfaced during 2010, as GDP grew. However, adverse economic indicators in terms of employment, consumer confidence, credit scores, and manufacturing data and sizeable inflation rates made it very difficult for retailing as a whole to recoup the decline experienced in 2009.

Chedraui goes public and expands in the north of the country

The formerly private-owned Chedraui (Grupo Comercial Chedraui SA de CV) chain, a top five grocery retailer in the country, successfully entered the Mexican stock market through an Official Public Offering (IPO) at the end of April 2010. Armed with ample financial resources, Chedraui plans to expand in the northern states of the country, an area in which the player had no significant presence. In contrast, the heavily indebted Controladora Comercial Mexicana SA de CV - CCM, another leading grocery retailer in Mexico, recorded just 2% of current growth in 2010, but lost retail value share in 2010.

Grocery sales grow faster than non-grocery sales

According to ANTAD (National Chamber of Retailers which affiliates major retailers) retail value sales of groceries grew at double the rate of non-grocery products in 2009. However, Euromonitor International estimates that within the entire retailing sector that includes independent small stores, grocery sales grew while non-grocery sales decreased in 2009. This suggests a substitution amongst formats in the retailing sector, where the so-called organized formats are outperforming the traditional small stores.

Price-based competition remains the norm in 2010

As in 2009, competition based on price remained the norm during 2010. Consumers are still too cautious about their spending to stimulate sales. Moreover, employment levels have not yet recovered to pre-crisis levels and people are still too concerned about job security to purchase costly durable goods. As a result, retailers continue to try to encourage consumers by offering continuous sales and other price promotions in an attempt to fuel spending. This is a recurrent practice among grocers and non-grocers alike.

Real economic recovery expected to be delayed until 2011

A strong economic recovery that stimulates a pre-crisis level retailing performance will have to wait until 2011, if a double-dip recession does not occur. In 2010 retail value sales have been relatively slow as consumers continue to postpone the purchase of durable goods and sometimes inexpensive non-grocery items such as clothing or personal care products are passed over in about the economic climate, and industry experts concur on a weak and slow economic recovery and the need to avoid a double-dip recession.

Table of Contents

Table of Contents

Retailing in Mexico - Industry Overview

EXECUTIVE SUMMARY

A slower than expected recovery puts pressure on retailing

Chedraui goes public and expands in the north of the country

Grocery sales grow faster than non-grocery sales

Price-based competition remains the norm in 2010

Real economic recovery expected to be delayed until 2011

KEY TRENDS AND DEVELOPMENTS

Adverse economic climate permeates retailing in Mexico

Slow economic recovery affects newly created retailer-owned banks

Internet retailing is the preserve of the young, educated and affluent

Chedraui’s IPO to shape chained grocery retailing

Large chained grocers expand into smaller cities

MARKET INDICATORS

  • Table 1 Employment in Retailing 2005-2010

MARKET DATA

  • Table 2 Sales in Retailing by Category: Value 2005-2010
  • Table 3 Sales in Retailing by Category: % Value Growth 2005-2010
  • Table 4 Sales in Retailing by Grocery vs Non-Grocery 2005-2010
  • Table 5 Sales in Store-Based Retailing by Category: Value 2005-2010
  • Table 6 Sales in Store-Based Retailing by Category: % Value Growth 2005-2010
  • Table 7 Sales in Non-Grocery Retailing by Category: Value 2005-2010
  • Table 8 Sales in Non-Grocery Retailing by Category: % Value Growth 2005-2010
  • Table 9 Sales in Non-store Retailing by Category: Value 2005-2010
  • Table 10 Sales in Non-store Retailing by Category: % Value Growth 2005-2010
  • Table 11 Retailing Company Shares: % Value 2006-2010
  • Table 12 Retailing Brand Shares: % Value 2007-2010
  • Table 13 Store-Based Retailing Company Shares: % Value 2006-2010
  • Table 14 Store-Based Retailing Brand Shares: % Value 2007-2010
  • Table 15 Non-Grocery Retailers Company Shares: % Value 2006-2010
  • Table 16 Non-Grocery Retailers Brand Shares: % Value 2007-2010
  • Table 17 Non-store Retailing Company Shares: % Value 2006-2010
  • Table 18 Non-store Retailing Brand Shares: % Value 2007-2010
  • Table 19 Forecast Sales in Retailing by Category: Value 2010-2015
  • Table 20 Forecast Sales in Retailing by Category: % Value Growth 2010-2015
  • Table 21 Forecast Sales in Store-Based Retailing by Category: Value 2010-2015
  • Table 22 Forecast Sales in Store-Based Retailing by Category: % Value Growth 2010-2015
  • Table 23 Forecast Sales in Non-Grocery Retailing by Category: Value 2010-2015
  • Table 24 Forecast Sales in Non-Grocery Retailing by Category: % Value Growth 2010-2015
  • Table 25 Forecast Sales in Non-store Retailing by Category: Value 2010-2015
  • Table 26 Forecast Sales in Non-store Retailing by Category: % Value Growth 2010-2015

APPENDIX

Operating environment

Cash-and-Carry

DEFINITIONS

  • Summary 1 Research Sources

Retailing in Mexico - Company Profiles

7-Eleven México SA de CV - 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 2010

Avon Cosmetics SA de CV - 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 - 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 2010

Casa Ley SA de CV - Retailing - Mexico

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

COMPANY BACKGROUND

PRIVATE LABEL

  • Summary 13 Casa Ley SA de CV: Private Label Portfolio

COMPETITIVE POSITIONING

  • Summary 14 Casa Ley SA de CV: Competitive Position 2010

Controladora Comercial Mexicana SA de CV - CCM - Retailing - Mexico

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

  • Summary 17 Controladora Comercial Mexicana SA de CV - CCM: Share of Sales Generated by Internet Retailing

COMPANY BACKGROUND

PRIVATE LABEL

  • Summary 18 Controladora Comercial Mexicana SA de CV - CCM: Private Label Portfolio

COMPETITIVE POSITIONING

  • Summary 19 Controladora Comercial Mexicana SA de CV - CCM: Competitive Position 2010

Coppel SA de CV - Retailing - Mexico

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

  • Summary 22 Coppel SA de CV: Share of Sales Generated by Internet Retailing

COMPANY BACKGROUND

  • Chart 1 Coppel SA de CV: Coppel in Mexico City

PRIVATE LABEL

  • Summary 23 Coppel SA de CV: Private Label Portfolio

COMPETITIVE POSITIONING

  • Summary 24 Coppel SA de CV: Competitive Position 2010

Corporativo Fragua SA de CV - Retailing - Mexico

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

COMPANY BACKGROUND

PRIVATE LABEL

  • Summary 27 Corporativo Fragua SA de CV: Private Label Portfolio

COMPETITIVE POSITIONING

  • Summary 28 Corporativo Fragua SA de CV: Competitive Position 2010

El Puerto de Liverpool SA de CV - Retailing - Mexico

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

  • Summary 31 Coppel SA de CV: Share of Sales Generated by Internet Retailing

COMPANY BACKGROUND

  • Chart 2 El Puerto de Liverpool SA de CV: Liverpool in Mexico City

PRIVATE LABEL

  • Summary 32 El Puerto de Liverpool SA de CV: Private Label Portfolio

COMPETITIVE POSITIONING

  • Summary 33 El Puerto de Liverpool SA de CV: Competitive Position 2010

Elektra SA de CV, Grupo - Retailing - Mexico

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

  • Summary 36 Grupo Elektra SA de CV: Share of Sales Generated by Internet Retailing

COMPANY BACKGROUND

PRIVATE LABEL

  • Summary 37 Grupo Elektra SA de CV: Private Label Portfolio

COMPETITIVE POSITIONING

  • Summary 38 Grupo Elektra SA de CV: Competitive Position 2010

Farmacias Benavides SA de CV - Retailing - Mexico

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

COMPANY BACKGROUND

PRIVATE LABEL

  • Summary 41 Farmacias Benavides SA de CV: Private Label Portfolio

COMPETITIVE POSITIONING

  • Summary 42 Farmacias Benavides SA de CV: Competitive Position 2010

Gigante SA de CV, Grupo - Retailing - Mexico

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

COMPANY BACKGROUND

PRIVATE LABEL

  • Summary 45 Grupo Gigante SA de CV: Private Label Portfolio

COMPETITIVE POSITIONING

  • Summary 46 Grupo Gigante SA de CV: Competitive Position 2010

Jafra Cosmetics International SA de CV - Retailing - Mexico

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

COMPANY BACKGROUND

COMPETITIVE POSITIONING

  • Summary 48 Jafra Cosmetics International SA de CV: Competitive Position 2010

Organización Soriana SA de CV - Retailing - Mexico

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

  • Summary 51 Organización Soriana SA de CV: Share of Sales Generated by Internet Retailing

COMPANY BACKGROUND

PRIVATE LABEL

  • Summary 52 Organización Soriana SA de CV: Private Label Portfolio

COMPETITIVE POSITIONING

  • Summary 53 Organización Soriana SA de CV: Competitive Position 2010

Palacio de Hierro SA de CV, Grupo - Retailing - Mexico

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

  • Summary 56 Grupo Palacio de Hierro SA de CV: Share of Sales Generated by Internet Retailing

COMPANY BACKGROUND

PRIVATE LABEL

  • Summary 57 Grupo Palacio de Hierro SA de CV: Private Label Portfolio

COMPETITIVE POSITIONING

  • Summary 58 Grupo Palacio de Hierro SA de CV: Competitive Position 2010

Sanborns SA de CV, Grupo - Retailing - Mexico

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

  • Summary 61 Grupo Sanborns SA de CV: Share of Sales Generated by Internet Retailing

COMPANY BACKGROUND

PRIVATE LABEL

  • Summary 62 Grupo Sanborns SA de CV: Private Label Portfolio

COMPETITIVE POSITIONING

  • Summary 63 Grupo Sanborns SA de CV: Competitive Position 2010

Wal-Mart de México SA de CV - Retailing - Mexico

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

  • Summary 66 Wal-Mart de México SA de CV: Share of Sales Generated by Internet Retailing

COMPANY BACKGROUND

PRIVATE LABEL

  • Summary 67 Wal-Mart de México SA de CV: Private Label

COMPETITIVE POSITIONING

  • Summary 68 Wal-Mart de México SA de CV: Competitive Position 2010

Clothing and Footwear Specialist Retailers in Mexico - Category Analysis

HEADLINES

TRENDS

  • The domestic channel remains depressed by the low purchasing power of vast segments of the population and the rampant levels of pirated and illegal products. As a result, competition is driven mostly by price rather than quality, supported by constant promotions. Some competitors point to the low level of consumer traffic in shopping malls as a key reason for slow sales. Moreover, many people window shop in malls but do not buy. According to a number of entities, such as CNIV (Cámara Nacional de la Industria del Vestido, National Chamber of the Garment Industry) and CANAITEX (Cámara Nacional de la Industria Textil, National Chamber of the Textile Industry), around 50% of all garments marketed in the country are from illegal sources: counterfeited, pirated or stolen goods, which places a large burden on established legal retailers.

CHANNEL DATA

  • Table 27 Clothing and Footwear Retailers: Value Sales, Outlets and Selling Space 2005-2010
  • Table 28 Clothing and Footwear Retailers: Value Sales, Outlets and Selling Space: % Growth 2005-2010
  • Table 29 Clothing and Footwear Retailers Company Shares by Value 2006-2010
  • Table 30 Clothing and Footwear Retailers Brand Shares by Value 2007-2010
  • Table 31 Clothing and Footwear Retailers Brand Shares by Outlets 2007-2010
  • Table 32 Clothing and Footwear Retailers Brand Shares by Selling Space 2007-2010
  • Table 33 Clothing and Footwear Retailers Forecasts: Value Sales, Outlets and Selling Space 2010-2015
  • Table 34 Clothing and Footwear Retailers Forecasts: Value Sales, Outlets and Selling Space: % Growth 2010-2015

Direct Selling in Mexico - Category Analysis

HEADLINES

TRENDS

  • In 2009-2010 the most important issue affecting direct selling was raising unemployment, which forced more people to look for additional sources of income. Mexico lost less than half million formal jobs in 2009, not including the one million jobs required annually to absorb new entrants in the workforce. This pressure saw more people look to direct selling as an alternative work option, at least on a part-time level. The leading companies Avon Cosmetics SA de CV and Jafra Cosmetics International SA de CV reported important increases in their sales forces. Asociación Mexicana de Ventas Directas or AMVD (Mexican Direct Selling Association) estimated a total workforce of two million in 2010. However, this figure is misleading, since around one half of the people working in this channel distribute products by two or more companies. The increase in the number of sales representatives helped the channel to record healthy growth. The vast majority of direct selling employees are women from low- and lower-middle-income segments.

COMPETITIVE LANDSCAPE

  • Avon Cosmetics is the leading player in direct selling with an 8% share of retail value sales in 2010, followed by Jafra Cosmetics with a 6% share. Both companies benefit from a decades-long presence in the country and by selling the most in demand products, such as beauty and personal care items. These players also claim to have the largest sales forces: Avon Cosmetics 400,000 and Jafra Cosmetics 500,000.

PROSPECTS

  • Unlike in other retailing channels, an economic recovery in the country would most likely result in slower growth for direct selling. Improved economic conditions would see fewer people look for additional income as a sales representative, while more consumers would move towards better quality products in beauty specialist retailers, department stores, etc). However, in the last quarter of 2010 the economic recovery was weak, with GDP growth of 4.5% insufficient to recoup the severe decline in 2009. Furthermore, the government estimates that GDP growth will slow to 3% in 2011; therefore direct selling will enjoy opportunities to maintain healthy growth in the forecast period.

CHANNEL INDICATORS

  • Table 35 Direct Selling Agents 2009

CHANNEL DATA

  • Table 36 Direct Selling by Category: Value 2005-2010
  • Table 37 Direct Selling by Category: % Value Growth 2005-2010
  • Table 38 Direct Selling Company Shares by Value 2006-2010
  • Table 39 Direct Selling Brand Shares by Value 2007-2010
  • Table 40 Direct Selling Forecasts by Category: Value 2010-2015
  • Table 41 Direct Selling Forecasts by Category: % Value Growth 2010-2015

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

HEADLINES

TRENDS

  • Unexpectedly, retail value sales grew strongly in 2009, by 7%. The best explanation for such a phenomenon is that pressed by the economic crisis, more people turned to making their own home improvements and repairs. In Mexico, the DIY culture is not as widespread as in other countries, most notably the US. Since labour is much cheaper in Mexico, most people prefer to pay for an inexpensive skilled tradesman instead of taking-up DIY. However, the economic crisis seems to have fuelled the DIY practice in many households, at least temporarily, since retail value slowed to 4% in 2010.

CHANNEL DATA

  • Table 42 DIY, Home Improvement and Garden Centres: Value Sales, Outlets and Selling Space 2005-2010
  • Table 43 DIY, Home Improvement and Garden Centres: Value Sales, Outlets and Selling Space: % Growth 2005-2010
  • Table 44 DIY, Home Improvement and Garden Centres Company Shares by Value 2006-2010
  • Table 45 DIY, Home Improvement and Garden Centres Brand Shares by Value 2007-2010
  • Table 46 DIY, Home Improvement and Garden Centres Brand Shares by Outlets 2007-2010
  • Table 47 DIY, Home Improvement and Garden Centres Brand Shares by Selling Space 2007-2010
  • Table 48 DIY, Home Improvement and Garden Centres Forecasts: Value Sales, Outlets and Selling Space 2010-2015
  • Table 49 DIY, Home Improvement and Garden Centres Forecasts: Value Sales, Outlets and Selling Space: % Growth 2010-2015

Electronics and Appliance Specialist Retailers in Mexico - Category Analysis

HEADLINES

TRENDS

  • A slight recovery in the economy saw electronics and appliance specialist retailers record positive retail value growth in 2010, following two consecutive years of decline. However, growth was unable to recoup all of the sales lost in 2008 and 2009. The huge competition that electronics and appliance specialist retailers face from other channels limited the recovery in 2010; the number of outlets stagnated, with only 20 new outlets opened.

CHANNEL FORMATS

  • Chart 4 Electronics and Appliance Specialist Retailers: Radio Shack in Mexico City

CHANNEL DATA

  • Table 50 Electronics and Appliance Specialist Retailers: Value Sales, Outlets and Selling Space 2005-2010
  • Table 51 Electronics and Appliance Specialist Retailers: Value Sales, Outlets and Selling Space: % Growth 2005-2010
  • Table 52 Electronics and Appliance Specialist Retailers Company Shares by Value 2006-2010
  • Table 53 Electronics and Appliance Specialist Retailers Brand Shares by Value 2007-2010
  • Table 54 Electronics and Appliance Specialist Retailers Brand Shares by Outlets 2007-2010
  • Table 55 Electronics and Appliance Specialist Retailers Brand Shares by Selling Space 2007-2010
  • Table 56 Electronics and Appliance Specialist Retailers Forecasts: Value Sales, Outlets and Selling Space 2010-2015
  • Table 57 Electronics and Appliance Specialist Retailers Forecasts: Value Sales, Outlets and Selling Space: % Growth 2010-2015

Furniture and Furnishings Stores in Mexico - Category Analysis

HEADLINES

TRENDS

  • The economic crisis in 2008-2009 proved damaging to furniture and furnishings stores, with retail value sales falling by 4% in 2008 and 7% in 2009. The harsh economic climate forced people to postpone the purchase of expensive durable goods, in favour of more basic consumption items. The weak economic recovery in 2010 helped the channel to record a 3% increase in retail value sales, although this was insufficient to cover the losses made in 2008 and 2009. A statistical measure tells the story of the channel’s recent performance. The Consumer Confidence Index measures the trust of consumers in the overall economy, and offers an insight into their attitude towards purchasing more costly items. This index reached an all-time low of 77 points (from a 100 base) in October of 2009, growing to 89 points by the second half of 2010, yet still a far cry from the 110 score recorded in 2006.

CHANNEL FORMATS

  • Chart 5 Furniture and Furnishings Stores: Mega Elektra in Mexico City

CHANNEL DATA

  • Table 58 Furniture and Furnishings Stores: Value Sales, Outlets and Selling Space 2005-2010
  • Table 59 Furniture and Furnishings Stores: Value Sales, Outlets and Selling Space: % Growth 2005-2010
  • Table 60 Furniture and Furnishings Stores Company Shares by Value 2006-2010
  • Table 61 Furniture and Furnishings Stores Brand Shares by Value 2007-2010
  • Table 62 Furniture and Furnishings Stores Brand Shares by Outlets 2007-2010
  • Table 63 Furniture and Furnishings Stores Brand Shares by Selling Space 2007-2010
  • Table 64 Furniture and Furnishings Stores Forecasts: Value Sales, Outlets and Selling Space 2010-2015
  • Table 65 Furniture and Furnishings Stores Forecasts: Value Sales, Outlets and Selling Space: % Growth 2010-2015

Grocery Retailers in Mexico - Category Analysis

HEADLINES

TRENDS

  • After a poor year in 2009, in which grocery retailing experienced a marginal fall in retail value sales and zero growth in the number of outlets, the recovery in the Mexican economy pushed-up sales by 8% in 2010. Large chained grocery retailers took advantage of the poor performance of the economy, which forced most households to curtail spending by expanding aggressively through the discounter format, and paying less attention to other formats.

TRADITIONAL VS MODERN

COMPETITIVE LANDSCAPE

  • Wal-Mart is the leading player in retailing overall in 2010. The company accounted for a 19% share of retail value sales in grocery retailing. In terms of modern grocery retailing, it held a 31% share of retail values sales, more than its five closest competitors combined.

PROSPECTS

  • While the whole economy was expected to record a notable rebound by 2010, all signs point to a weak recovery in 2011 and 2012. This weak recovery will clearly favour the growth of discounters, driving retailers to continue to exploit this format to derive profit from a difficult economy and the large consumer base looking for low prices. The slow recovery of the economy will encourage chained grocery retailers to try to serve low-income consumers in small cities through discounters. Growth in other modern retail formats such as hypermarkets, supermarkets and forecourt retailers is predicted to be slower in retail value sales and outlet terms. Convenience stores, on the other hand, will continue to expand in large- and medium-sized cities. Discounters is expected to account for a 26% share of retail value sales in grocery retailing in 20105, an increase of five percentage points over 2010.

CHANNEL FORMATS

  • Chart 6 Modern Grocery Retailing: Mega Comercial Mexicana in Mexico City
  • Chart 7 Modern Grocery Retailing: Supermercado Soriana in Mexico City
  • Chart 8 Modern Grocery Retailing: Alprecio in Mexico City
  • Chart 9 Modern Grocery Retailing: OXXO in Mexico City

CHANNEL DATA

  • Table 66 Sales in Grocery Retailing by Category: Value 2005-2010
  • Table 67 Sales in Grocery Retailing by Category: % Value Growth 2005-2010
  • Table 68 Grocery Retailers Company Shares: % Value 2006-2010
  • Table 69 Grocery Retailers Brand Shares: % Value 2007-2010
  • Table 70 Forecast Sales in Grocery Retailing by Category: Value 2010-2015
  • Table 71 Forecast Sales in Grocery Retailing by Category: % Value Growth 2010-2015

Health and Beauty Specialist Retailers in Mexico - Category Analysis

HEADLINES

TRENDS

  • A slow economic recovery in 2010 helped the channel to record slightly faster growth rates compared to 2009. Parapharmacies/drugstores recorded the fastest retail value sales growth of 8%, followed by beauty specialist retailers (7%) and “other” healthcare specialist retailers, which is comprised mostly of nutrition stores and opticians (5%). Parapharmacies in particular offer a product line that is unmatched by other health and beauty specialist retailers. The successful mix of groceries, medicines and health products is joined by services such as photograph printing and public service payments. The wider variety of products and services offered by parapharmacies/drugstores is reflected by the fact that cigarettes and other tobacco products can be legally purchased in these stores, while they are prohibited from regular chemists/pharmacies.

COMPETITIVE LANDSCAPE

  • Health and beauty specialist retailers is a very fragmented channel, largely due to the low investment required to start a business and the high demand for these products, including generics. Corporativo Fragua (Farmacias Guadalajara) led with a 14% share of retail value sales in 2010, while Farmacias Benavides was the third-ranked player with a 7% share. These parapharmacies benefited from larger sales per outlet than chemists/pharmacies, for example. The second-ranked player, Farmacias Similares, held a 7% share of retail value sales. This chemist/pharmacy chain has 4,000 outlets, one of the the largest network not only in health and beauty specialist retailers, but in the whole retailing industry in Mexico.

PROSPECTS

  • In the forecast period, the demand for generics will continue to shape healthcare retailing. If the economy continues to underperform, people will be forced to choose generic products over more expensive branded alternatives. This will encouraging more chained players to launch private labels, following in the footsteps of Farmacias Benavides and Farmacias Similares. There is a high risk of a double-dip recession in the forecast period, given still high unemployment rates and the large dependence of the Mexican economy on the US economy, thus significant investment on generics will characterise this retailing channel.

CHANNEL DATA

  • Table 72 Mixed Retailers: Value Sales, Outlets and Selling Space 2005-2010
  • Table 73 Mixed Retailers: Value Sales, Outlets and Selling Space: % Growth 2005-2010
  • Table 74 Mixed Retailers Company Shares by Value 2006-2010
  • Table 75 Mixed Retailers Brand Shares by Value 2007-2010
  • Table 76 Mixed Retailers Brand Shares by Outlets 2007-2010
  • Table 77 Mixed Retailers Brand Shares by Selling Space 2007-2010
  • Table 78 Mixed Retailers Forecasts: Value Sales, Outlets and Selling Space 2010-2015
  • Table 79 Mixed Retailers Forecasts: Value Sales, Outlets and Selling Space: % Growth 2010-2015

Homeshopping in Mexico - Category Analysis

HEADLINES

TRENDS

  • Homeshopping is not a popular retailing format in Mexico. Retail value sales of Mx$8.9 billion in 2010 pale in comparison to those of store-based retailing channels. This suggests that many consumers are not comfortable purchasing some articles from catalogues or as seen on TV, partly because they like to touch and see products before buying.

COMPETITIVE LANDSCAPE

  • Although likely very small, Teléfonos de México (TELMEX) uses its dominant position in telecommunications to push homeshopping sales (via catalogues) of consumer electronics and telecommunications. It offers a very convenient solution, which consists of making a monthly charge on the regular telephone bill. Hence, customers can gain access to credit for their purchases. TELMEX led with a 34% share of retail value sales in 2010. It recorded an 11% increase in retail value sales in 2010, while its competitors registered low single-digit growth rates.

PROSPECTS

  • It is quite possible that the division between internet and homeshopping sales will blur in the forecast period, given the strong emergence of the internet as a retailing tool and its acceptance by home shopping companies in their sales strategies. At the end of the review period, only telephone numbers were displayed on TV infomercials, but this could change soon. If companies display their website addresses on TV infomercials it would be more and more difficult to make a distinction between homeshopping and internet retailing. However, there is a factor that could keep TV shopping alive: the sense of urgency and testimonial tactics used by many homeshopping companies, which only can be replicated on the internet by the means of a video.

CHANNEL DATA

CHANNEL DATA

  • Table 80 Vending by Category: Value 2005-2010
  • Table 81 Vending by Category: % Value Growth 2005-2010
  • Table 82 Vending Company Shares by Value 2006-2010
  • Table 83 Vending Brand Shares by Value 2007-2010
  • Table 84 Vending Forecasts by Category: Value 2010-2015
  • Table 85 Vending Forecasts by Category: % Value Growth 2010-2015

Internet Retailing in Mexico - Category Analysis

HEADLINES

TRENDS

  • Despite the dynamic growth in retail value sales in internet retailing in the review period, internet access remained largely the preserve of higher-income consumers. Access among lower-income consumer groups increased very slowly. Hence, the economic crisis in 2009 concentrated internet usage among more affluent consumer groups, which tend to have a higher level of education, while weakening that of lower-income consumers. The weak economic recovery during 2010 guaranteed slow-to-zero growth in terms of internet access among middle- and low-income consumers, who are mainly able to use the internet on public computers (small internet cafés, schools, offices, libraries). This places an extra obstacle to the spread of internet retailing since very few people trust public computers to make online transactions.

COMPETITIVE LANDSCAPE

  • El Puerto de Liverpool remained the leading internet retailer in the country with a 6% share of retail value sales in 2010, followed by its department store rival Grupo Palacio de Hierro (3%). Liverpool had 52 stores in 2010, compared to Palacio de Hierro’s 12 outlets. Thus, the leading player had a much higher presence and reach and bigger delivery capacity. Liverpool also recorded the biggest increase in retail value sales of 21% in internet retailing in 2010.

PROSPECTS

  • Despite huge growth in the review period, internet access and consequently internet retailing is characterised by the prevalence of affluent and educated elites. A stable economic climate is imperative for the spread of internet access and internet retailing, one that helps lower-income consumers to cover basic needs and leaves them with some disposable income to invest in technology purchases. A stable economic environment along with a drop in prices of technology products (laptop and desktop computers, internet access, and accessories) is needed to develop internet access and internet retailing. Given the large disparities in income amongst the Mexican population, it can be expected that high-income households will achieve full home computer ownership and internet access (and hence engage in e-commerce activities) well before middle-income households. Lower-income households might never reach either full PC ownership or internet access.

CHANNEL DATA

  • Table 86 Internet Retailing by Category: Value 2005-2010
  • Table 87 Internet Retailing by Category: % Value Growth 2005-2010
  • Table 88 Internet Retailing Company Shares by Value 2006-2010
  • Table 89 Internet Retailing Brand Shares by Value 2007-2010
  • Table 90 Internet Retailing Forecasts by Category: Value 2010-2015
  • Table 91 Internet Retailing Forecasts by Category: % Value Growth 2010-2015

Leisure and Personal Goods Specialist Retailers in Mexico - Category Analysis

HEADLINES

TRENDS

  • This retailing channel is slowly but steadily recovering after a very difficult 2009, when retail value sales decreased by 5%. However, the channel faces the constant threat of illegal products. Along with clothing and footwear specialist retailers, it is the hardest hit channel in terms of piracy and illegal items. The level of piracy remains high, with the recent economic crisis exacerbating an already huge problem. Mexico is estimated to be the fourth largest market in the world for illegal products, after Russia, China and Italy. The American Chamber of Commerce stated that around 90% of the Mexican population purchases illegal products, for a value equivalent to 9% of the country’s GDP (or US$74.7 billion) by the end of 2009.

CHANNEL FORMATS

  • Chart 10 Leisure and Personal Goods Specialist Retailers: Office Depot in Mexico City

CHANNEL DATA

  • Table 92 Leisure and Personal Goods Specialist Retailers: Value Sales, Outlets and Selling Space 2005-2010
  • Table 93 Leisure and Personal Goods Specialist Retailers: Value Sales, Outlets and Selling Space: % Growth 2005-2010
  • Table 94 Leisure and Personal Goods Specialist Retailers Company Shares by Value 2006-2010
  • Table 95 Leisure and Personal Goods Specialist Retailers Brand Shares by Value 2007-2010
  • Table 96 Leisure and Personal Goods Specialist Retailers Brand Shares by Outlets 2007-2010
  • Table 97 Leisure and Personal Goods Specialist Retailers Brand Shares by Selling Space 2007-2010
  • Table 98 Leisure and Personal Goods Specialist Retailers Forecasts: Value Sales, Outlets and Selling Space 2010-2015
  • Table 99 Leisure and Personal Goods Specialist Retailers Forecasts: Value Sales, Outlets and Selling Space: % Growth 2010-2015

Mixed Retailers in Mexico - Category Analysis

HEADLINES

TRENDS

COMPETITIVE LANDSCAPE

  • El Puerto de Liverpool dominated department stores with a 56% share of retail value sales in 2010. The company benefited from a large network of 76 outlets. Coppel led variety stores with a 40% share of retail value sales in 2010. Despite Elektra and Famsa offering very similar product types (furniture and furnishings, electronics and appliances) and strong marketing and promotional budgets, Coppel maintained its leading position due to a high number of 1,400 sq m stores, double the size of a typical Elektra store and 3-times bigger than Famsa store.

PROSPECTS

  • There is high uncertainty about the performance of the economy in the forecast period. Whilst a strong economic recovery was predicted for the end of 2010, the economy continued to grow slowly. The slow recovery of the US economy was a major problem since the Mexican economy actually mirrors most US trends in the same way the Mexican stock exchange closely follows every move on Wall Street. The prospect of an ongoing recession discourages people from spending on items other than basic groceries, which puts a lot of pressure on retailers of durable goods, such as variety stores (furniture products) and department stores (expensive clothing). However, on a basic scenario of economic recovery, variety stores and warehouse clubs (and mixed retailers overall) are expected to record strong constant value CAGRs over the forecast period.

CHANNEL FORMATS

  • Chart 11 Mixed Retailers: Sanborns in Mexico City
  • Chart 12 Mixed Retailers: El Palacio de Hierro in Mexico City

CHANNEL DATA

  • Table 100 Mixed Retailers: Value Sales, Outlets and Selling Space 2005-2010
  • Table 101 Mixed Retailers: Value Sales, Outlets and Selling Space: % Growth 2005-2010
  • Table 102 Mixed Retailers Company Shares by Value 2006-2010
  • Table 103 Mixed Retailers Brand Shares by Value 2007-2010
  • Table 104 Mixed Retailers Brand Shares by Outlets 2007-2010
  • Table 105 Mixed Retailers Brand Shares by Selling Space 2007-2010
  • Table 106 Mixed Retailers Forecasts: Value Sales, Outlets and Selling Space 2010-2015
  • Table 107 Mixed Retailers Forecasts: Value Sales, Outlets and Selling Space: % Growth 2010-2015

Vending in Mexico - Category Analysis

HEADLINES

TRENDS

  • Competition in the form of informal retailers and street vendors represented the biggest threat to vending in the review period. The harsh economic conditions, including a much slower than expected recovery, forced more people to set-up informal retailing businesses, thereby increasing the indirect competition to vending.

COMPETITIVE LANDSCAPE

  • Vending is a highly concentrated channel in Mexico, with four companies, all packaged food and drink players, accounting for an 80% share of retail value sales in 2010. Coca-Cola FEMSA SA de CV held a 49% share of retail value sales, benefiting from a large brand portfolio which is unmatched by its competitors. The company offers carbonates, RTD tea, bottled water (including functional bottled water) and energy drinks. It is also well placed to take advantage of the fact that Mexico has the largest per capita consumption of carbonates in the world. Coca-Cola has operated in the country for many decades and it has a strong understanding of the needs and tastes of local consumers.

PROSPECTS

  • Despite projected healthy growth, vending is expected to remain a minor retailing channel in the forecast period. Compared to direct competitors, vending’s retail value sales are predicted to be equivalent to 5% of sales in convenience stores (6% in 2010) and 2% of sales in independent small grocers (1% in 2010).

CHANNEL DATA

  • Table 108 Vending by Category: Value 2005-2010
  • Table 109 Vending by Category: % Value Growth 2005-2010
  • Table 110 Vending Company Shares by Value 2006-2010
  • Table 111 Vending Brand Shares by Value 2007-2010
  • Table 112 Vending Forecasts by Category: Value 2010-2015
  • Table 113 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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