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Country Report

Retailing in the United Arab Emirates

Feb 2011

Price: $1,900

About this Report

About this Report

Delivery method: instant download
Report format: PDF doc_pdf.png (download a sample)
Market statistics: Excel workbook doc_excel_table.png (download a sample)

Overview

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

The Retailing in United Arab Emirates 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 United Arab Emirates?
  • Who are the leading retailers in United Arab Emirates?
  • How is retailing performing in United Arab Emirates?
  • What is the retailing environment like in United Arab Emirates?
  • 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 fallout from the economic slowdown reshapes retailing

The United Arab Emirates’ retailing industry has been shaped by the fallout from the economic slowdown in terms of the advancement of certain trends like consumers trading down to cheaper brands, private label rising to the mainstream and the government intervening to control the rise in grocery prices. These factors, coupled with lower volume growth led retailing to post modest current value growth in 2010 compared to that registered over the review period.

Non-grocery retailing repositions away from luxury towards value-for-money

Non-grocery retailing witnessed a shift away from premiumisation, a trend that characterised previous years, with an increased emphasis on economy and mid-priced products, thus repositioning existing and new retailers away from luxury products towards value-for-money products. With many consumers postponing non-grocery purchases, grocery retailing surpassed non-grocery in terms of current value growth in 2010.

Convenience influencing grocery retailing

Changing demographics following the economic downturn were manifested in longer working hours and busier lifestyles, thus increasing consumer demand for convenience and creating an ideal opportunity for the expansion of convenience stores. Domestic chains pounced on the opportunity like Zoom, which partnered with Dubai Metro to open 12 outlets in 2010 that will be complemented with another 16 in 2011.

Domestic and international retailers buck the trend and expand their presence

Both domestic and international retailers pounced on the new shopping centre developments and low lease rentals to expand their presence, with new arrivals including Crate and Barrel, Bloomingdale’s and Aéropostale, to name a few. A number of shopping developments opened their doors in Dubai, like Mirdiff City Centre and Arabian Centre, increasing retail supply and putting downward pressure on retail rental rates. The latter have dropped by around 50% year-on-year in 2010 as some retailers revised or cancelled their expansion plans amid the economic slowdown. The story was totally the opposite in Abu Dhabi, with nearly stable rates sustained by a shortage in the supply of quality shopping options, which will only be met in 2012 and 2013.

Growth is underway but will fail to match its pre-crisis levels

The economic slowdown experienced since late-2008 has taken its toll on the retailing industry. Although the United Arab Emirates economy is on the verge of recovery, forecast growth will fail to match its historical level during the pre-crisis boom years. Trading down and private label are not expected to fade out as the economy recovers, and they will partly lead to a lower constant value CAGR over the forecast period.

Table of Contents

Table of Contents

Retailing in the United Arab Emirates - Industry Overview

EXECUTIVE SUMMARY

The fallout from the economic slowdown reshapes retailing

Non-grocery retailing repositions away from luxury towards value-for-money

Convenience influencing grocery retailing

Domestic and international retailers buck the trend and expand their presence

Growth is underway but will fail to match its pre-crisis levels

KEY TRENDS AND DEVELOPMENTS

Consumer spending declines as the economy struggles to recover

Government regulation aims to protect and serve consumers

Foreign direct investment continues to flow into retailing despite the recession

Post-crisis demographic changes take their toll on retailing

The fallout from the economic slowdown reshapes retailing

Retailers buck the trend and expand their presence

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 Retailing Company Shares: % Value 2006-2010
  • Table 8 Retailing Brand Shares: % Value 2007-2010
  • Table 9 Forecast Sales in Retailing by Category: Value 2010-2015
  • Table 10 Forecast Sales in Retailing by Category: % Value Growth 2010-2015
  • Table 11 Forecast Sales in Store-Based Retailing by Category: Value 2010-2015
  • Table 12 Forecast Sales in Store-Based Retailing by Category: % Value Growth 2010-2015

APPENDIX

Operating environment

Cash-and-Carry

DEFINITIONS

  • Summary 1 Research Sources

Retailing in the United Arab Emirates - Company Profiles

Al Safeer Group of Companies - Retailing - United Arab Emirates

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

COMPANY BACKGROUND

PRIVATE LABEL

  • Summary 4 Al Safeer Group of Companies: Private Label Portfolio

COMPETITIVE POSITIONING

  • Summary 5 Al Safeer Group of Companies: Competitive Position 2010

Azadea Group - Retailing - United Arab Emirates

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

COMPANY BACKGROUND

PRIVATE LABEL

COMPETITIVE POSITIONING

  • Table 14 Summary3 Azadea Group: Competitive Position 2010

Damas LLC - Retailing - United Arab Emirates

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

COMPANY BACKGROUND

COMPETITIVE POSITIONING

  • Summary 9 Damas LLC: Competitive Position 2010

Landmark Group - Retailing - United Arab Emirates

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

COMPANY BACKGROUND

  • Chart 1 Landmark Group: Lifestyle in Dubai
  • Chart 2 Landmark Group: E-Max in Dubai

PRIVATE LABEL

  • Summary 12 Landmark Group: Private Label Portfolio

COMPETITIVE POSITIONING

  • Summary 13 Landmark Group: Competitive Position 2010

Majid Al Futtaim Hypermarkets LLC - Retailing - United Arab Emirates

STRATEGIC DIRECTION

KEY FACTS

INTERNET STRATEGY

COMPANY BACKGROUND

  • Chart 3 Majid Al Futtaim Hypermarkets LLC (MAF Hypermarkets): Carrefour in Dubai

PRIVATE LABEL

  • Summary 16 Majid Al Futtaim Hypermarkets LLC (MAF Hypermarkets): Private Label Portfolio

COMPETITIVE POSITIONING

  • Summary 17 Majid Al Futtaim Hypermarkets LLC (MAF Hypermarkets): Competitive Position 2010

Grocery Retailers in the United Arab Emirates - Category Analysis

HEADLINES

TRENDS

  • Although the United Arab Emirates economy mired into recession during Q3 of 2008, the fallout from the economic slowdown has influenced grocery retailing in many ways. In 2010, the country emerged from the crisis with lower consumer confidence, a spate of job cuts, a rising feel of job insecurity and emigration of thousands of expatriates, all feeding through into grocery retailing. Retailers like Carrefour, Union Cooperative Society and Lulu Hypermarket focussed on running promotional offers and stocking a larger variety of private label or value-for-money products, while consumers adopted a bargain hunting approach. Bargain hunting is no longer confined to low income earners; once economic conditions improve, consumers are not expected to return to the levels of spending they previously indulged in.

TRADITIONAL VS MODERN

CHANNEL FORMATS

  • Chart 4 Modern Grocery Retailing: Carrefour in Dubai
  • Chart 5 Modern Grocery Retailing: Geant in Dubai
  • Chart 6 Modern Grocery Retailing: Geant in Dubai
  • Chart 7 Traditional Grocery Retailing: Candylicious in Dubai
  • Chart 8 Traditional Grocery Retailing: Galler in Dubai
  • Chart 9 Traditional Grocery Retailing: Pathci in Dubai

COMPETITIVE LANDSCAPE

  • Majid Al Futtaim Hypermarkets LLC (MAF Hypermarkets) strengthened its position as the United Arab Emirates’ largest grocery retailer in value sales terms, as it increased its retail value share from less than 20% in 2009 to over 21% in 2010. MAF Hypermarkets is a joint venture between Carrefour SA (25% stake) and domestic conglomerate Majid Al Futtaim Group (75%) which runs a chain of nine Carrefour hypermarkets and 15 Carrefour Express supermarkets. The company’s lead over grocery retailing owed to a number of factors like eliciting strong customer loyalty, introducing the Carrefour Express concept in 2009, running regular promotional offers that meet the rising demand from cost conscious consumers and holding the largest private label portfolio. Domestic chains Union Co-operative Society and Lulu Hypermarkets followed with retail value shares of around 10% respectively in 2010. Both hypermarket chains are largely visited by all income groups given their attractive pricing, variety of goods on offer and expanding private label portfolios.

PROSPECTS

  • The trend towards convenience in grocery retailing is expected to headline the forecast period. Leading grocery retailer MAF Hypermarkets is expected to push forward with the expansion of Carrefour Express; it added 15 outlets in 2009 and 2010 and is expected to roll out tens of outlets over the forecast period. With most hypermarkets being located in shopping centres, consumers appreciate the convenience of around-the-corner convenience stores or supermarkets rather than driving to hypermarkets. Accordingly, convenience stores will bank on their proximity to consumers to establish a foothold in grocery retailing, especially as many areas in Dubai, for example, are served by one or two grocery retailers. Within this context, Al Ghurair Foods Group has unveiled its Zawya concept in 2010 and is slated to open six Zawya convenience stores in Dubai during Q4 2010. Spinneys will also roll out its convenience stores in collaboration with Souk Extra! a new chain of convenience-themed mini-malls targeting smaller communities. Although these stores are likely to be pricier than hypermarkets, they come in to bridge a gap in grocery retailing.

CHANNEL DATA

  • Table 15 Sales in Grocery Retailing by Category: Value 2005-2010
  • Table 16 Sales in Grocery Retailing by Category: % Value Growth 2005-2010
  • Table 17 Grocery Retailers Company Shares: % Value 2006-2010
  • Table 18 Grocery Retailers Brand Shares: % Value 2007-2010
  • Table 19 Forecast Sales in Grocery Retailing by Category: Value 2010-2015
  • Table 20 Forecast Sales in Grocery Retailing by Category: % Value Growth 2010-2015

Non-Grocery Retailers in the United Arab Emirates - Category Analysis

HEADLINES

TRENDS

  • Non-grocery retailers witnessed a shift away from premiumisation with an increased emphasis on value-for-money products, which resulted in the repositioning of existing and new retailers away from luxury goods towards value merchandising. In 2009, Deira City Centre’s BinHendi Avenue – the fashion extension housing 26 luxury brands – closed down its doors, and in 2010 Saks Fifth Avenue replaced its store in Dubai’s Jumeirah Beach Residence with a discount outlet store, selling products from the previous season’s collection and discounted by up to 60%. Retailers agree that the market for premium/luxury goods bottomed out in 2009 and has slightly recovered in 2010, but would not match the highs of 2007 and 2008. Other than premiumisation fading out, bargain hunting has become more common among consumers as they postponed purchasing non-essential items until promotional offers.

COMPETITIVE LANDSCAPE

  • Given the high level of franchising of international brands, it is common to find various conglomerates active across various non-grocery channels. Al-Futtaim Group LLC led non-grocery retailers with a retail value share of 10% in 2010, benefiting from its strong franchise portfolio including Marks & Spencer, IKEA, ACE and Toys R Us. The company also operates a number of domestic retailing brands like Plug-Ins Electronix. Al-Futtaim Group’s retail value share slightly declined from 10.4% in 2009 to 10% in 2010, which was due to rising competition in certain channels. In traditional toys and games stores where Al-Futtaim Group is the franchisee of Toys R Us in the United Arab Emirates, sales were negatively impacted by the arrival of the UK’s Hamleys in early 2009. Marks & Spencer’s performance was also impacted by its lack of promotional offers as opposed to domestic rival Debenhams, which ran several promotions during 2010. Marks & Spencer accordingly shed a percentage point and remained second behind Debenhams with a retail value share of 19%. Al-Futtaim Group LLC also led home and garden specialist retailers in 2010 with a retail value share of 43%, thanks to a portfolio of household names like IKEA and ACE.

PROSPECTS

  • Because of the economic slowdown, consumers deferred many non-grocery purchases, impacting the sales of most non-grocery retailers, especially electronics and appliance specialist retailers and home and garden specialist retailers. Consumers are likely to purchase these delayed non-grocery needs over the forecast period as economic conditions are about to recover and thus, push value sales through non-grocery retailers. Consequently, non-grocery retailing is expected to post a constant value CAGR of 2% over the forecast period up from less than 1% over the review period.

CHANNEL FORMATS

  • Chart 10 Non-Grocery retailers: Better Life in Dubai
  • Chart 11 Non-Grocery retailers: Harvey Nichols in Dubai
  • Chart 12 Non-Grocery Retailers: Books Kinokuniya in Dubai
  • Chart 13 Non-Grocery Retailers: Louis Vuitton in Dubai
  • Chart 14 Non-Grocery Retailers: Sephore in Dubai
  • Chart 15 Non-Grocery Retailers: Borders in Dubai
  • Chart 16 Non-Grocery Retailers: Tiffany in Dubai

CHANNEL DATA

  • Table 21 Sales in Non-Grocery Retailing by Category: Value 2005-2010
  • Table 22 Sales in Non-Grocery Retailing by Category: % Value Growth 2005-2010
  • Table 23 Non-Grocery Retailers Company Shares: % Value 2006-2010
  • Table 24 Non-Grocery Retailers Brand Shares: % Value 2007-2010
  • Table 25 Forecast Sales in Non-Grocery Retailing by Category: Value 2010-2015
  • Table 26 Forecast Sales in Non-Grocery Retailing by Category: % Value Growth 2010-2015

Non-Store Retailing in the United Arab Emirates - Category Analysis

HEADLINES

TRENDS

  • In spite of its fledgling status in the United Arab Emirates, non-store retailing has shown strong signs of growth, especially in segments like internet retailing. A recent survey conducted jointly by Effective Measure and Spot-On Public Relations of 7,000 internet users found that the highest percentage of internet shoppers in the MENA region was in the GCC. The survey has also revealed that female consumers usually opt for clothing and footwear while men opt for electronics.

COMPETITIVE LANDSCAPE

  • Non-store retailing remained fragmented in 2010 as the channel was still in its emerging stage, none of the stores has elicited customer loyalty yet. Internet retailer, ellamart.com, was on its way to becoming a leading non-store retailer, but the decision to abandon its grocery business reflected negatively on its retail value share. The retail value share of ellamart.com dropped from 13% in 2009 to 11% in 2010. Other internet retailers like brownbag.ae, bebida.ae and earlybird.ae have all boosted their respective retail value shares at the expense of ellamart.com, which decided to pull out from internet grocery retailing.

PROSPECTS

  • Non-store retailing is expected to register a constant value CAGR of 15% over the forecast period; however, it is unlikely to pose a serious threat to store-based retailing owing to the extremely popular pastime of visiting retail outlets, especially in shopping centres, among consumers in the United Arab Emirates.

CHANNEL DATA

  • Table 27 Sales in Non-Store Retailing by Category: Value 2005-2010
  • Table 28 Sales in Non-Store Retailing by Category: % Value Growth 2005-2010
  • Table 29 Non-Store Retailing Company Shares: % Value 2006-2010
  • Table 30 Non-Store Retailing Brand Shares: % Value 2007-2010
  • Table 31 Forecast Sales in Non-Store Retailing by Category: Value 2010-2015
  • Table 32 Forecast Sales in Non-Store Retailing 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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