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Country Report

Retailing in Spain

Jan 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 Spain 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 Spain, 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 Spain for free:

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

The Decline in the Economy Slows Down

After a horrendous 2009, the decline experienced by the economy slowed in 2010. For the average Spaniard this did not have any reflection on their consumption pattern. The unemployment rate did not stop increasing throughout the year, reaching 20%. The performance of the different retail channels was on a downwards trend, even though sales did not witness a decline as sharp as in the previous year. In spite of the signs of recovery, retailing continued its negative trend in 2010.

Price and Proximity: The Unbeatable Team

The downturn led to consumers being more reluctant to make large purchases, and they paid more attention to price when purchasing. At the same time, the situation also encouraged people to use their cars less often. Therefore, the combination of price and proximity was the key to success in a constrained economy. Those commercial formats which were able to offer low prices and were also close to consumers had their success secured; small and medium-sized stores located in city centres (both grocery and non-grocery) performed better than large stores located on the outskirts.

The Downturn Fosters Market Concentration

Against a background of downturn, non-grocery retailing was the most harmed in terms of sales. Being a highly fragmented channel, the downturn fostered the trend towards concentration which had already started over the review period. In spite of the general decline, chained players, especially within electronics and appliances, DIY and furniture and furnishings, continued to gain share over independent stores. The lack of financial back-up was their greatest weakness during the downturn; in 2009 about 40,000 small stores were closed down.

Mercadona and Its Formula for Success

The grocery chain Mercadona SA from Valencia was the leader within retailing in 2009 and 2010. With a strategy focused on the supply of quality products at low prices (with a particularly strong presence of its own private label) the company focused its efforts on making the value chain more efficient so that costs could be cut. Consumers welcomed this initiative, making it the leading retail player in terms of value sales, with a 16% value share in grocery retailers. Its leadership triggered the repositioning of its main competitors, and forced several leading manufacturers within grocery retailing (such as Danone and Pascual) to reconsider their commercial strategies in order to compete with its private label.

The End of the Downturn Is Close

Economists expect the downturn to end by the second half of 2010. The year 2011 will be a year of growth in macroeconomic terms, and improvements are expected in the labour market at the end of that year or the beginning of 2012. The background seems to be favourable for business in general, even though some years will still be needed in order to recover the dynamism experienced over the first part of the review period. Consumers will continue to be cautious with regard to expenditure in the coming years, and therefore grocery retailing will be the first channel to record growth. Private label is not expected to lose share with economic recovery, as over the downturn years consumers were able to check the quality of such products. Brands by themselves will not be enough to attract sales any longer; hence manufacturers of branded products will have to innovate and offer added value in order to appeal to consumers.

Table of Contents

Table of Contents

Retailing in Spain - Industry Overview

EXECUTIVE SUMMARY

The Decline in the Economy Slows Down

Price and Proximity: The Unbeatable Team

The Downturn Fosters Market Concentration

Mercadona and Its Formula for Success

The End of the Downturn Is Close

KEY TRENDS AND DEVELOPMENTS

Economic Conditions

Internet Retailing

Government Regulation

Private Label

The Decline of Large Outlets

Companies Look Abroad

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

  • Table 27 Cash and Carry: Sales by National Brand Owner: Sales Value 2009-2010
  • Table 28 Cash and Carry: Number of Outlets by National Brand Owner: 2009-2010

DEFINITIONS

  • Summary 1 Research Sources

Retailing in Spain - Company Profiles

Adolfo Domínguez SA (Grupo) - Retailing - Spain

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

COMPANY BACKGROUND

  • Chart 1 Adolfo Dominguez SA (Grupo): Adolfo Dominguez in Madrid

PRIVATE LABEL

  • Summary 4 Adolfo Domínguez SA: Private Label Portfolio

COMPETITIVE POSITIONING

  • Summary 5 Adolfo Domínguez SA: Competitive Position 2010

Alcampo SA - Retailing - Spain

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

COMPANY BACKGROUND

PRIVATE LABEL

  • Summary 8 Alcampo SA: Private Label Portfolio

COMPETITIVE POSITIONING

  • Summary 9 Alcampo SA: Competitive Position 2010

Centros Comerciales Carrefour SA - Retailing - Spain

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

  • Summary 12 Centros Comerciales Carrefour SA: Internet Presence

COMPANY BACKGROUND

PRIVATE LABEL

  • Summary 13 Centros Comerciales Carrefour SA: Private Label Portfolio

COMPETITIVE POSITIONING

  • Summary 14 Centros Comerciales Carrefour SA: Competitive Position 2010

Consum, Sociedad Cooperativa Ltda - Retailing - Spain

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

COMPANY BACKGROUND

PRIVATE LABEL

  • Summary 17 Consum, Sociedad Cooperativa Ltda: Private Label Portfolio

COMPETITIVE POSITIONING

  • Summary 18 Consum, Sociedad Cooperativa Ltda: Competitive Position 2010

Cortefiel SA - Retailing - Spain

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

COMPANY BACKGROUND

  • Chart 2 Cortefiel SA: Cortefiel in Valladolid – View 1
  • Chart 3 Cortefiel SA: Cortefiel in Valladolid – View 2
  • Chart 4 Cortefiel SA: Cortefiel in Valladolid – View 3

PRIVATE LABEL

  • Summary 21 Cortefiel SA: Private Label Portfolio

COMPETITIVE POSITIONING

  • Summary 22 Cortefiel SA: Competitive Position 2010

Decathlon España SA - Retailing - Spain

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

COMPANY BACKGROUND

PRIVATE LABEL

  • Summary 25 Decathlon España SA: Private Label Portfolio

COMPETITIVE POSITIONING

  • Summary 26 Decathlon España SA: Competitive Position 2010

Dia SA - Retailing - Spain

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

COMPANY BACKGROUND

PRIVATE LABEL

  • Summary 29 DIA SA: Private Label Portfolio

COMPETITIVE POSITIONING

  • Summary 30 Dia SA: Competitive Position 2010

El Corte Inglés SA - Retailing - Spain

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

  • Summary 33 El Corte Inglés SA: Internet Presence

COMPANY BACKGROUND

PRIVATE LABEL

  • Summary 34 El Corte Inglés SA: Private Label Portfolio

COMPETITIVE POSITIONING

  • Summary 35 El Corte Inglés SA: Competitive Position 2010

Eroski, Grupo - Retailing - Spain

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

  • Summary 38 Grupo Eroski: Internet Presence

COMPANY BACKGROUND

PRIVATE LABEL

  • Summary 39 Grupo Eroski: Private Label Portfolio

COMPETITIVE POSITIONING

  • Summary 40 Grupo Eroski: Competitive Position 2010

Grandes Almacenes FNAC España SA - Retailing - Spain

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

COMPANY BACKGROUND

PRIVATE LABEL

  • Summary 43 Grandes Almacenes FNAC España SA: Private Label Portfolio

COMPETITIVE POSITIONING

  • Summary 44 Grandes Almacenes FNAC España SA: Competitive Position 2010

Grupo el Arbol Distribución y Supermercados SA - Retailing - Spain

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

COMPANY BACKGROUND

  • Chart 5 Grupo el Arbol Distribución y Supermercados SA: El Arbol in Valladolid

PRIVATE LABEL

  • Summary 47 Grupo El Arbol Distribución y Supermercados SA: Private Label Portfolio

COMPETITIVE POSITIONING

  • Summary 48 Grupo El Arbol Distribución y Supermercados SA: Competitive Position 2010

IKEA Ibérica SA - Retailing - Spain

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

COMPANY BACKGROUND

PRIVATE LABEL

COMPETITIVE POSITIONING

  • Summary 51 IKEA Ibérica SA: Competitive Position 2010

Inditex, Industria de Diseño Textil SA - Retailing - Spain

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

COMPANY BACKGROUND

Formats

  • Chart 6 Inditex – Industria de Diseño Textil: Zara in Madrid
  • Chart 7 Inditex – Industria de Diseño Textil: Zara Home in Madrid

PRIVATE LABEL

  • Summary 54 Inditex – Industria de Diseño Textil SA: Private Label Portfolio

COMPETITIVE POSITIONING

  • Summary 55 Inditex – Industria de Diseño Textil SA: Competitive Position 2010

Lidl Supermercados SA - Retailing - Spain

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

COMPANY BACKGROUND

PRIVATE LABEL

  • Summary 58 Lidl Supermercados SA: Private Label Portfolio

COMPETITIVE POSITIONING

  • Summary 59 Lidl Supermercados SA: Competitive Position 2010

Media Markt Saturn Administración España, SAU (Media Markt) - Retailing - Spain

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

COMPANY BACKGROUND

PRIVATE LABEL

COMPETITIVE POSITIONING

  • Summary 62 Media Markt Saturn Administración España SAU: Competitive Position 2010

Mercadona SA - Retailing - Spain

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

  • Summary 65 Mercadona SA: Internet Presence

COMPANY BACKGROUND

PRIVATE LABEL

  • Summary 66 Mercadona SA: Private Label Portfolio

COMPETITIVE POSITIONING

  • Summary 67 Mercadona SA: Competitive Position 2010

PC City Spain SL - Retailing - Spain

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

COMPANY BACKGROUND

PRIVATE LABEL

COMPETITIVE POSITIONING

  • Summary 70 PC City Spain SL: Competitive Position 2010

Punto Fa SL (Mango) - Retailing - Spain

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

  • Summary 73 Punto Fa SL: Internet Strategy

COMPANY BACKGROUND

  • Chart 8 Punto Fa SL (Mango): Mango in Madrid

PRIVATE LABEL

  • Summary 74 Punto Fa SL: Private Label Portfolio

COMPETITIVE POSITIONING

  • Summary 75 Punto Fa SL: Competitive Position 2010

Step Two SA - Retailing - Spain

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

COMPANY BACKGROUND

PRIVATE LABEL

  • Summary 78 Step Two SA: Private Label Portfolio

COMPETITIVE POSITIONING

  • Summary 79 Step Two SA: Competitive Position 2010

Supermercados Sabeco SA - Retailing - Spain

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

COMPANY BACKGROUND

PRIVATE LABEL

  • Summary 82 Supermercados Sabeco SA: Private Label Portfolio

COMPETITIVE POSITIONING

  • Summary 83 Supermercados Sabeco SA: Competitive Position 2010

Clothing and Footwear Specialist Retailers in Spain - Category Analysis

HEADLINES

TRENDS

  • The economic background continued to affect the lifestyles of Spaniards throughout 2010. Even though the hardest times seem to be over, the unemployment rate and disposable incomes stayed at levels similar to those seen in the previous year. The lack of trust and the overall uncertainty regarding the future also affected the channel. Consumers maintained patterns of purchasing acquired during the worst times of the economic downturn: caution, rationality, cutting impulse purchases and special attention to price/quality.

CHANNEL FORMATS

  • Chart 9 Clothing and Footwear Specialist Retailers: Massimo Dutti in Madrid
  • Chart 10 Clothing and Footwear Specialist Retailers: Bershka in Madrid
  • Chart 11 Clothing and Footwear Specialist Retailers: Levis in Madrid

CHANNEL DATA

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

Direct Selling in Spain - Category Analysis

HEADLINES

TRENDS

  • There is a dual trend in direct selling in the Spanish market. On the one hand, the channel was favoured by the Spanish economic background. Thus, in contrast to what was happening in many other channels, the high unemployment rate benefited direct selling, as it meant that people spent more time at home. Besides, high unemployment rates also made direct selling companies more appealing to unemployed people, because of both the salary and the flexibility concerning working hours. On the other hand, however, the channel suffered a slowdown due to a shift to the internet, which offers a wider range of products at highly competitive prices.

COMPETITIVE LANDSCAPE

  • Círculo de Lectores SA continued to lead direct selling with a share of 22% in 2010. The company, established in 1962, has a good reputation, enjoys a high level of brand recognition amongst its users, and has developed a high degree of consumer trust and loyalty. Besides, its leadership is partly due to its extensive distribution network, including over 1.5 million members and providing wide geographical coverage. Furthermore, there still is a segment of the population which does not have access to the internet, and lives in rural areas, making it difficult for them to get these kinds of products.

PROSPECTS

  • The current economic background and the high unemployment rate favour consumption at home, and thus direct selling. This trend is expected to continue until recovery is seen in the Spanish economy; probably in the first half of the forecast period. However, other factors having an impact on the channel also need to be taken into account. The internet is becoming widely available and used, which will slow down the development of this channel; internet retailers supply a wider range of products at cheaper prices. As previously mentioned, there still is a part of the population with no access to the internet, and living in rural areas located far from commercial hubs. In these cases, direct selling provides access to certain products. Also, the high level of brand recognition featured by some companies, such as Avon, which sell mainly through this channel, makes consumers contact distributors in order to purchase their products. Sales through direct selling are expected to reach EUR598 million in 2015, after a decline of nearly 2% during the forecast period.

CHANNEL DATA

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

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

HEADLINES

TRENDS

  • The slowdown in the building of new homes as a consequence of the economic downturn was the factor which had the greatest impact on DIY, home improvement and garden centres in 2010. The strong growth seen by the channel over the review period was chiefly related to the Spanish real estate boom which took place until the economic downturn started. However, there were niches which benefited from the economic environment: small works and DIY, as many people started doing these jobs themselves, whereas before they used to call in a professional.

CHANNEL DATA

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

Electronics and Appliance Specialist Retailers in Spain - Category Analysis

HEADLINES

TRENDS

  • The economic downturn was once again the main factor which had an impact on the otherwise dynamic channel of electronics and appliance specialist retailers. In 2010 consumers were still very rational when making non-basic purchases, and impulse purchases of electronics and appliances were no longer a common phenomenon. Furthermore, the slowdown in building continued to harm the performance of traditional electrical appliances such as refrigerators and microwaves. The channel reached value sales of EUR6,696 million , after declining by 3% in 2010.

CHANNEL DATA

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

Furniture and Furnishings Stores in Spain - Category Analysis

HEADLINES

TRENDS

  • Furniture and furnishings stores was especially harmed by the economic downturn. 2010 was no exception: low activity within the building market, credit control and the ongoing crash in the construction industry had a significant impact on demand for furniture and furnishings. Furthermore, consumers have become more cautious when spending on non-urgent products, and the high unemployment rate made the refurbishment of homes less common in 2010 than over the review period.

CHANNEL DATA

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

Grocery Retailers in Spain - Category Analysis

HEADLINES

TRENDS

  • Throughout 2010, the economic downturn continued to be the main factor determining the evolution of grocery retailing. Almost every player had to implement price-oriented strategies in order to compete; even those with target consumers with higher purchasing power. The channels seeing a better performance were those which managed to reduce the average expenditure by consumers on food, and satisfied consumers’ needs in terms of location and proximity.

TRADITIONAL VS MODERN

COMPETITIVE LANDSCAPE

  • Mercadona SA continued to be the main retailer in 2010, accounting for nearly a 16% share of retail sales in value terms. Its share increased by 0.5 of a percentage point compared with 2008. The key to its success is its strategy focused on low prices (which was extremely well-received by consumers in a time of recession), its ambitious expansion and the strength of its private label.

PROSPECTS

  • Price will continue to be the main factor driving the purchasing decision throughout the forecast period. The recovery of the Spanish economy is not expected until 2011/2012, and will not be reflected immediately in consumers’ purchasing power or in a remarkable decrease in the unemployment rate in the short term. The need to save when buying basic grocery and non-grocery products will remain the same, and price will play a fundamental role in the strategies implemented by retailers throughout the forecast period.

CHANNEL FORMATS

  • Chart 12 Grocery Retailers: Caprabo in Madrid

CHANNEL DATA

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

Health and Beauty Specialist Retailers in Spain - Category Analysis

HEADLINES

TRENDS

  • The economic downturn drove Spanish economic life from when it started in 2008. Its effects were not only felt at a macroeconomic level, but they also affected consumers’ lifestyles. The high unemployment rate, the drop in credit, income restraints and new purchasing habits driven by greater rationality when spending had an impact in every category and retail channel. Health and beauty specialist retailers was no exception.

COMPETITIVE LANDSCAPE

  • As concentration in the largest channel (chemists/pharmacies) is not allowed by law, health and beauty specialist retailers features a high degree of fragmentation. Spain has over 20,000 chemists/pharmacies, which do not really compete against one another due to the government regulation not allowing the opening of a pharmacy where there already is one. Large health and beauty retailers are found within the remaining channels, and their sales in 2009 accounted for only 9% of overall sales.

PROSPECTS

  • The economic downturn will continue to drive consumers’ behaviour, as they will continue avoiding unnecessary expenditure and saving as much as possible on basic products. This phenomenon will have an impact on the channel, especially on beauty and personal care products.

CHANNEL FORMATS

  • Chart 13 Health and Beauty Specialist Retailers: Bodybell in Valladolid

CHANNEL DATA

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

Homeshopping in Spain - Category Analysis

HEADLINES

TRENDS

  • As was already seen over the review period, the competition from other channels continued to prevent growth in homeshopping in 2010. The lack of convenience of homeshopping was used by other store and non-store based channels to attract more customers; in particular, internet retailing has a good chance to absorb the bulk of homeshopping sales in the future.

COMPETITIVE LANDSCAPE

  • Cía Internacional para la Financiación Distribución SA (Venca) remained the leader within homeshopping, with a 17% value share in 2010. Focused on clothing and footwear, the company’s sales in value terms declined by 6%, which was a worse drop than that experienced the previous year. The company’s strength is based on its brand image, its wide range of products and its long tradition within the channel, which makes it reliable for consumers. Venca decided to back its website, and its online sales were expected to grow by 20% in 2010; in this year the company introduced more than 600 products from international brands such as Adidas, Converse, Levi’s, Nike, Disney and Wonderbra; most of them only sold through its online store.

PROSPECTS

  • The fact that the internet has become widely used, and due to the fierce price competition from store-based retailers in channels such as clothing and footwear, electronics and appliances and beauty specialists, it will continue to harm the performance of homeshopping throughout the forecast period.

CHANNEL DATA

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

Internet Retailing in Spain - Category Analysis

HEADLINES

TRENDS

  • Internet retailing continued to grow at a good pace throughout 2010, as Spanish consumers gradually started losing their fear of making online transactions. Furthermore, this channel provides more appealing and exclusive offers, thus helping to boost the number of purchases made. The convenience factor also has to be taken into account as a growth driver; consumers are not limited by opening times, there are no queues, and the product is delivered to consumers’ homes.

COMPETITIVE LANDSCAPE

  • El Corte Inglés SA continued to lead internet retailing in 2010. Its value share stood at 5%, reaching sales of EUR128 million, which was a slowdown in its pace of growth. This was partly due to the impact that the economic downturn had on the food retail sector and to the chain’s higher prices in comparision to other chains. However, the company benefited from the good reputation that it has amongst consumers and the wide range of products offered through its online division. The company recently launched its fashion online store with more than 300 national and international brands, and according to company sources is “the largest supplier of fashion brands online”. In addition, the company speeded up its logistics processes in order to reduce its delivery times.

PROSPECTS

  • Internet retailing is expected to increase by a constant value CAGR of 12% in the forecast period, reaching sales of EUR4,838 million in 2015. Spanish consumers will continue to check the internet in order to compare prices and look for special offers, and an increasing number of people will buy via this channel. The channel will benefit from the loss of fear and distrust when buying online, as well as the increasing trend to “collect now”, and consumers who prioritise immediacy. Along these lines, there will be a shift in behaviour patterns (already experienced over the review period): consumption over ownership. There is already an extensive portfolio of software, movies, music and video games which can be enjoyed online. The success of the Swedish online music site Spotify is a clear example of changes in consumption patterns.

CHANNEL DATA

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

Leisure and Personal Goods Specialist Retailers in Spain - Category Analysis

HEADLINES

TRENDS

  • In 2010, the sales of leisure and personal good specialist retailers continued to be hit by the economic downturn. Retailing was particularly damaged by the downturn, especially those channels selling non-basic goods. The search for more economical alternatives when spending free time (for instance watching television instead of going to the cinema, and downloading music instead of buying it) resulted in a drop in sales which affected every channel.

CHANNEL FORMATS

  • Chart 14 Leisure and Personal Goods Specialist Retailers: FNAC in Madrid

CHANNEL DATA

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

Mixed Retailers in Spain - Category Analysis

HEADLINES

TRENDS

  • Once again, the economic downturn continued to affect sales within the mixed retailers channel. The high unemployment rate, the lack of trust in the main economic agents, financial uncertainty, the decline in consumption, the credit slowdown and the building market crash were factors which had an impact on the whole country, and especially on sales within mixed retailers.

COMPETITIVE LANDSCAPE

  • In 2010, El Corte Inglés remained the undisputed leader within mixed retailers, with an 82% share in value terms. Its privileged position within the channel is due to the outstanding location of its outlets, the long tradition of its brand in Spain, and the wide range of products supplied by the company. However, as the company’s strength has always been based on non-essential products, the economic downturn had a significant impact on its sales. Despite the lack of significant competitors, in 2010 El Corte Inglés’ share declined slightly, dropping by 0.5 percentage point.

PROSPECTS

  • The economic downturn will remain the key factor affecting sales within the mixed retailers channel. It will continue to have a negative impact on department stores and a less negative effect on variety stores. A slow change in the macroeconomic trend is expected to take place in 2011, but it will take at least one or two years before it is reflected in the disposable incomes of Spaniards and the employment rate. Most of the forecast period will be affected by the recession, as has been happening from 2008.

CHANNEL FORMATS

  • Chart 15 Mixed Retailers: El Corte Inglés in Madrid
  • Chart 16 Mixed Retailers: Mitsukoshi in Madrid

CHANNEL DATA

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

Vending in Spain - Category Analysis

HEADLINES

TRENDS

  • The economic downturn continued to affect the performance of the vending channel in 2010. Its association with impulse purchases harmed its sales in a year when consumers’ purchasing decisions were still driven by the recession. The high unemployment rate and the fact that people spent more time at home were two sides of the same phenomenon.

COMPETITIVE LANDSCAPE

  • Throughout 2010, the vending channel remained highly fragmented. With over 2,000 companies operating within the channel (most of them having regional coverage), the combined share of the four largest players (Autobar Spain SA, Serventa SA, Sara Lee Southern Europe SL and Eurest Colectividades SA. The main vending machine manufacturers are foreign companies which rent machines to intermediaries in order to provide broader geographical coverage.

PROSPECTS

  • The economic downturn is expected to continue to have a negative impact on the performance of the channel, although a light growth will still be seen, and will force players to adapt their product ranges to consumers who will be reluctant to spend. From the end of 2011 onwards, with the expected recovery of the economy, vending will find an ideal setting for growth. By that time, innovation will also be reactivated, with new opportunities for sectors which do not have a strong presence in Spain, such as frozen food, premium products or warm, ready-to-eat food.

CHANNEL DATA

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

Segmentation

Segmentation

This market research report includes the following:

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

Statistics Included

Statistics Included

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

From Passport

  • Market Size
  • Market Share
  • Brand share
  • 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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