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Country Report

Sweet and Savoury Snacks in Israel

Oct 2010

Price: $900

About this Report

About this Report

Delivery method: instant download
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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 Sweet and Savoury Snacks industry in Israel 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 Sweet and Savoury Snacks industry in Israel, our research will save you time and money while empowering you to make informed, profitable decisions.

The Sweet and Savoury Snacks in Israel market research report includes:

  • Analysis of key supply-side and demand trends
  • Detailed segmentation of international and local products
  • Historic volumes 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:

  • What is the market size of Sweet and Savoury Snacks in Israel?
  • What are the major brands in Israel?
  • How are manufacturers leveraging health and wellness trends like reduced sugar or organic sourcing?
  • How are manufacturers addressing consumer concerns over health and obesity?
  • As more consumers are spending more time at home to save money, how is this impacting retail sales for snacks?

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 Packaged Food market research database.

Sample Analysis

TRENDS

  • During 2009/2010 obesity became a major concern in Israel as the Israeli State Controller decided to dedicate a full annual report on the lack of national support to combat this growing problem. The point of the report was to draw the attention of the Israeli government to the problem of obesity and its prevention. The Israeli Ministry of Health found that 62% of the adult population and a fifth of children in Israel are overweight or suffer from obesity. Furthermore, there is a general lack of supervision over children’s eating habits as it was found that around 40% of all Israeli children drink sugarised beverages and 40% eat confectionery products on a daily basis. The focus on health is a growing trend within the packaged food market, especially within categories that have an unhealthy perception, such as chips and extruded snacks. As such, in 2010 leading chips player the Strauss Group decided to focus on its premium Elite Tapu Chips 100% Olive Oil series and launched new packaging and new textures. Furthermore Mana, a new extruded snack brand, was launched for which the main focus was on health. Mana claims that its products are made from canola oil and contain omega 3. Furthermore, its products contain a low percentage of saturated fat (2-3%).

COMPETITIVE LANDSCAPE

  • The sweet and savoury snacks sector is relatively concentrated, with Osem Food Industries, the Strauss Group and private label combined accounting for over half of total value sales in 2009. Osem Food Industries led with a 33% value share in 2009, with the Strauss Group following with 10% and private label on 15%.

PROSPECTS

  • The Israeli government is expected to focus more on health and obesity issues in Israel, especially amongst young children. This in turn is predicted to have a stronger impact on manufacturers within sweet and savoury snacks as such products are associated with unhealthy attributes. In consequence, an even stronger focus on health is predicted in the near future.

Trends

  • The main story within foodservice in 2010 was the repositioning of Osem’s professional foodservice division, Nestlé Food Service, which now has a new logo and is known as Osem-Nestlé Professional. In addition, the division’s products come in new packaging that highlights the functional benefits of products inside. The company has also introduced new innovative products that follow both local and global trends. These changes are in-line with the overall strategy of Nestlé international and will allow the company’s Israeli branch to have better access to new global developments and advanced technologies.

Competitive Landscape

  • Tnuva Chef is the largest foodservice supplier in Israel, with the company’s success being attributable to its offering of customer-specific solutions. Tnuva Chef operates in a wide range of areas including vegetables, dairy products, meat, fish, and bakery products and is able to offer consumers a complete and integrated range of services. Nestlé Food Service was the second largest player in 2010. However, it should be noted that small private wholesalers continue to dominate overall sales.

Prospects

  • Over the forecast period, a growing number of foodservice companies will follow the lead of Osem-Nestlé Professional and look to revamp their professional divisions. It is expected that producers will increase focus on new packaging and product launches and a growing number of companies are expected to follow leading global trends and put a strong emphasis on new and advanced technologies that will give them an advantage over more traditional competitors.

Trends

  • The main trend within impulse and indulgence products in 2010 was the increase in the availability and popularity of higher quality private label brands within areas like staples/nutrition products. The introduction of private label products within indulgence and impulse products has resulted in an increase in polarisation within the area and has helped consumers to more clearly differentiate between the quality of the different brands available. In 2010, Shufersal entered chocolate tablets with its new Shufersal private label brand. The launch was somewhat irregular in that Shufersal emphasised that the producer of the range was international premium chocolate manufacturer Frey.

Competitive Landscape

  • In response to rising consumer sophistication, manufacturers are introducing new higher quality products. For example, in 2009 second leading ice cream player Osem (Nestlé) decided to change its strategy. Following its poor performance in 2008, the company reduced the number of brands it offered and focused on two main products, Nok Out and Nestlé, while withdrawing La Cremeria. However, in 2009, Osem re-launched La Cremeria and appointed a new CEO. These changes proved successful as by late 2009 Osem was already regaining its lost market share. The re-launch of La Cremeria was a smart move and the brand is successfully competing with the leading Cremissimo brand - the new upscale standard ice cream product.

Prospects

  • Over the forecast period, Israeli consumers are expected to continue to put emphasis on quality and better ingredients when choosing their preferred indulgence and impulse products – a development that will be highlighted by an increase in demand for premium products. The rise in the availability of private label brands within indulgence and impulse products will only intensify this trend. Already in 2010, Blue Square Israel, the second largest chained grocery retailer in the country, was exploring the idea of entering premium ice creams.

Trends

  • Brand polarisation was extremely evident during 2010 - especially within basic product areas like pasta, rice, vegetable and seed oils, and spreads. A growing number of consumers are opting for either their preferred premium brands or private label products, with standard brands increasingly appearing to offer no real added value over cheaper alternatives. The most obvious example of this trend in 2010 was seen within pasta where standard brand Osem suffered from the fact that a growing number of consumers within dried pasta are turning towards either premium brands such as Barilla or cheaper private label products.

Competitive Landscape

  • Within highly conservative and concentrated nutrition/staple product areas such as breakfast cereals, baby food, and dairy, brands with the best reputations dominate sales, thereby making it difficult for small newer brands to compete. In 2008, Monday launched its Monday breakfast cereal brand which was supported by a strong marketing campaign and targeted towards teenagers. However, the brand was unsuccessful and the company withdrew it in 2010 and instead took over distribution of the international brand Post.

Prospects

  • Intense competition and conservative consumer behaviour will continue to represent a high entrance barrier within nutrition/staples over the forecast period. Areas such as breakfast cereals, baby food, and dairy will continue to be dominated by the same leading players, with little change in the competitive landscape expected to take place.

Trends

  • Rising demand for consumer foodservice like products that can be consumed in the home first started within non basic product areas such as dips, oils and fats, and ice cream where companies could charge a high premium for such products. However, during 2010 this trend spread to more basic product areas such as sauces, canned products, frozen and chilled processed foods, and even rice. For example, Tnuva launched its new Thin & Crispy series under its leading Mama-Of brand in response to the popularity of extra thin schnitzels within consumer foodservice outlets. The success of the series was apparent within just six months, with it being ranked as the most popular frozen processed poultry product by Storenext and competitors launching similar products. Another example was seen within sauces where Unilever launched a new line of wet cooking sauces under its leading Knorr brand based on products that had proven popular amongst foodservice customers.

Competitive Landscape

  • As mentioned above, one of the main trends within meal solutions in 2010 was the introduction of foodservice like products. This strategy was mainly adopted by leading producers which have the advantage of being both packaged food and foodservice players and can therefore easily transfer products from one area to the other. For example, in 2009 leading dips player Osem decided to shift its focus from humus towards other vegetable based dips where, until 2009, growth was limited.

Prospects

  • Producers will continue to introduce new products within meal solutions over the forecast period, with brands that incorporate popular foodservice trends and that are based on collaborations between leading chefs and packaged food players expected to prove particularly popular.

Table of Contents

Table of Contents

Sweet and Savoury Snacks in Israel - Category Analysis

HEADLINES

TRENDS

  • During 2009/2010 obesity became a major concern in Israel as the Israeli State Controller decided to dedicate a full annual report on the lack of national support to combat this growing problem. The point of the report was to draw the attention of the Israeli government to the problem of obesity and its prevention. The Israeli Ministry of Health found that 62% of the adult population and a fifth of children in Israel are overweight or suffer from obesity. Furthermore, there is a general lack of supervision over children’s eating habits as it was found that around 40% of all Israeli children drink sugarised beverages and 40% eat confectionery products on a daily basis. The focus on health is a growing trend within the packaged food market, especially within categories that have an unhealthy perception, such as chips and extruded snacks. As such, in 2010 leading chips player the Strauss Group decided to focus on its premium Elite Tapu Chips 100% Olive Oil series and launched new packaging and new textures. Furthermore Mana, a new extruded snack brand, was launched for which the main focus was on health. Mana claims that its products are made from canola oil and contain omega 3. Furthermore, its products contain a low percentage of saturated fat (2-3%).

COMPETITIVE LANDSCAPE

  • The sweet and savoury snacks sector is relatively concentrated, with Osem Food Industries, the Strauss Group and private label combined accounting for over half of total value sales in 2009. Osem Food Industries led with a 33% value share in 2009, with the Strauss Group following with 10% and private label on 15%.

PROSPECTS

  • The Israeli government is expected to focus more on health and obesity issues in Israel, especially amongst young children. This in turn is predicted to have a stronger impact on manufacturers within sweet and savoury snacks as such products are associated with unhealthy attributes. In consequence, an even stronger focus on health is predicted in the near future.

CATEGORY DATA

Sweet and Savoury Snacks in Israel - Company Profiles

Strauss Group - Packaged Food - Israel

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

  • Summary 4 Strauss Group: Production Statistics 2009

COMPETITIVE POSITIONING

  • Summary 5 Strauss Group: Competitive Position 2009

Packaged Food in Israel - Industry Context

EXECUTIVE SUMMARY

Packaged food sales show signs of recovery

Producers adopting consumer foodservice trends

Intense price competition within saturated areas

Discounters continue to perform well

Sales projected to increase but at lower rate than during review period

KEY TRENDS AND DEVELOPMENTS

Intensifying price competition between leading players and suppliers

Strong increase in demand for kosher food expected

Consumers shift towards natural products at the expense of low fat brands

Introduction of consumer foodservice innovations in response to competition from private label products

Increasing polarisation having negative impact on leading standard brands

MARKET DATA

FOODSERVICE – KEY TRENDS AND DEVELOPMENTS

Headlines

Trends

  • The main story within foodservice in 2010 was the repositioning of Osem’s professional foodservice division, Nestlé Food Service, which now has a new logo and is known as Osem-Nestlé Professional. In addition, the division’s products come in new packaging that highlights the functional benefits of products inside. The company has also introduced new innovative products that follow both local and global trends. These changes are in-line with the overall strategy of Nestlé international and will allow the company’s Israeli branch to have better access to new global developments and advanced technologies.

Competitive Landscape

  • Tnuva Chef is the largest foodservice supplier in Israel, with the company’s success being attributable to its offering of customer-specific solutions. Tnuva Chef operates in a wide range of areas including vegetables, dairy products, meat, fish, and bakery products and is able to offer consumers a complete and integrated range of services. Nestlé Food Service was the second largest player in 2010. However, it should be noted that small private wholesalers continue to dominate overall sales.

Prospects

  • Over the forecast period, a growing number of foodservice companies will follow the lead of Osem-Nestlé Professional and look to revamp their professional divisions. It is expected that producers will increase focus on new packaging and product launches and a growing number of companies are expected to follow leading global trends and put a strong emphasis on new and advanced technologies that will give them an advantage over more traditional competitors.

Category Data

IMPULSE AND INDULGENCE PRODUCTS – KEY TRENDS AND DEVELOPMENTS

Headlines

Trends

  • The main trend within impulse and indulgence products in 2010 was the increase in the availability and popularity of higher quality private label brands within areas like staples/nutrition products. The introduction of private label products within indulgence and impulse products has resulted in an increase in polarisation within the area and has helped consumers to more clearly differentiate between the quality of the different brands available. In 2010, Shufersal entered chocolate tablets with its new Shufersal private label brand. The launch was somewhat irregular in that Shufersal emphasised that the producer of the range was international premium chocolate manufacturer Frey.

Competitive Landscape

  • In response to rising consumer sophistication, manufacturers are introducing new higher quality products. For example, in 2009 second leading ice cream player Osem (Nestlé) decided to change its strategy. Following its poor performance in 2008, the company reduced the number of brands it offered and focused on two main products, Nok Out and Nestlé, while withdrawing La Cremeria. However, in 2009, Osem re-launched La Cremeria and appointed a new CEO. These changes proved successful as by late 2009 Osem was already regaining its lost market share. The re-launch of La Cremeria was a smart move and the brand is successfully competing with the leading Cremissimo brand - the new upscale standard ice cream product.

Prospects

  • Over the forecast period, Israeli consumers are expected to continue to put emphasis on quality and better ingredients when choosing their preferred indulgence and impulse products – a development that will be highlighted by an increase in demand for premium products. The rise in the availability of private label brands within indulgence and impulse products will only intensify this trend. Already in 2010, Blue Square Israel, the second largest chained grocery retailer in the country, was exploring the idea of entering premium ice creams.

Category Data

NUTRITION/STAPLES – KEY TRENDS AND DEVELOPMENTS

Headlines

Trends

  • Brand polarisation was extremely evident during 2010 - especially within basic product areas like pasta, rice, vegetable and seed oils, and spreads. A growing number of consumers are opting for either their preferred premium brands or private label products, with standard brands increasingly appearing to offer no real added value over cheaper alternatives. The most obvious example of this trend in 2010 was seen within pasta where standard brand Osem suffered from the fact that a growing number of consumers within dried pasta are turning towards either premium brands such as Barilla or cheaper private label products.

Competitive Landscape

  • Within highly conservative and concentrated nutrition/staple product areas such as breakfast cereals, baby food, and dairy, brands with the best reputations dominate sales, thereby making it difficult for small newer brands to compete. In 2008, Monday launched its Monday breakfast cereal brand which was supported by a strong marketing campaign and targeted towards teenagers. However, the brand was unsuccessful and the company withdrew it in 2010 and instead took over distribution of the international brand Post.

Prospects

  • Intense competition and conservative consumer behaviour will continue to represent a high entrance barrier within nutrition/staples over the forecast period. Areas such as breakfast cereals, baby food, and dairy will continue to be dominated by the same leading players, with little change in the competitive landscape expected to take place.

Category Data

MEAL SOLUTIONS – KEY TRENDS AND DEVELOPMENTS

Headlines

Trends

  • Rising demand for consumer foodservice like products that can be consumed in the home first started within non basic product areas such as dips, oils and fats, and ice cream where companies could charge a high premium for such products. However, during 2010 this trend spread to more basic product areas such as sauces, canned products, frozen and chilled processed foods, and even rice. For example, Tnuva launched its new Thin & Crispy series under its leading Mama-Of brand in response to the popularity of extra thin schnitzels within consumer foodservice outlets. The success of the series was apparent within just six months, with it being ranked as the most popular frozen processed poultry product by Storenext and competitors launching similar products. Another example was seen within sauces where Unilever launched a new line of wet cooking sauces under its leading Knorr brand based on products that had proven popular amongst foodservice customers.

Competitive Landscape

  • As mentioned above, one of the main trends within meal solutions in 2010 was the introduction of foodservice like products. This strategy was mainly adopted by leading producers which have the advantage of being both packaged food and foodservice players and can therefore easily transfer products from one area to the other. For example, in 2009 leading dips player Osem decided to shift its focus from humus towards other vegetable based dips where, until 2009, growth was limited.

Prospects

  • Producers will continue to introduce new products within meal solutions over the forecast period, with brands that incorporate popular foodservice trends and that are based on collaborations between leading chefs and packaged food players expected to prove particularly popular.

Category Data

DEFINITIONS

  • Summary 6 Research Sources

Segmentation

Segmentation

This market research report includes the following:

  • Sweet and Savoury Snacks
    • Chips/Crisps
    • Extruded Snacks
    • Fruit Snacks
    • Nuts
    • Popcorn
    • Pretzels
    • Tortilla/Corn Chips
    • Other Sweet and Savoury Snacks

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
  • Distribution
  • Analysis by Type
  • Pricing
  • Products by Ingredient
  • Products by Ingredient Actuals

Market size details:

  • Retail Volume
  • Retail Volume % growth
  • Retail Volume per capita
  • Foodservice Volume
  • Foodservice Volume % growth
  • Foodservice Volume per capita
  • Total Volume
  • Total Volume % growth
  • Total Volume per capita
  • Retail Value retail selling price % growth
  • Retail Value retail selling price local currency, USD, EUR, GBP, CHF, JPY
  • Retail Value retail selling price per capita local currency, USD, EUR, GBP, CHF, JPY
  • Retail Value retail selling price real (constant 2008) Prices % growth
  • Retail Value retail selling price real (constant 2008) Prices local currency, USD, EUR, GBP, CHF, JPY
  • Retail Value retail selling price real (constant 2008) Prices per capita local currency, USD, EUR, GBP, CHF, JPY
  • Retail Value manufacturer selling price % growth
  • Retail Value manufacturer selling price local currency, USD, EUR, GBP, CHF, JPY
  • Retail Value manufacturer selling price per capita local currency, USD, EUR, GBP, CHF, JPY
  • Retail Value manufacturer selling price real (constant 2008) Prices % growth
  • Retail Value manufacturer selling price real (constant 2008) Prices local currency, USD, EUR, GBP, CHF, JPY
  • Retail Value manufacturer selling price real (constant 2008) Prices per capita local currency, USD, EUR, GBP, CHF, JPY
  • Retail Volume (Tonnes)
  • Retail Volume (Tonnes) % growth
  • Retail Volume (Tonnes) per capita
  • Foodservice Volume (Tonnes)
  • Foodservice Volume (Tonnes) % growth
  • Foodservice Volume (Tonnes) per capita
  • Total Volume (Tonnes)
  • Total Volume (Tonnes) % growth
  • Total Volume (Tonnes) per capita
  • Retail Value retail selling price Nominal (Current) Prices % growth
  • Retail Value retail selling price Nominal (Current) Prices local currency, USD, EUR, GBP, CHF, JPY
  • Retail Value retail selling price Nominal (Current) Prices per capita local currency, USD, EUR, GBP, CHF, JPY
  • Retail Value manufacturer selling price Nominal (Current) Prices % growth
  • Retail Value manufacturer selling price Nominal (Current) Prices local currency, USD, EUR, GBP, CHF, JPY
  • Retail Value manufacturer selling price 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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