This Euromonitor market report provides market trend and market growth analysis of the Consumer Foodservice by Location industry in Italy. With this market report, you’ll be able to explore in detail the changing shape and potential of the industry.
With this market report, you’ll be able to explore in detail the changing shape and potential of the industry. You will now be able to plan and build strategy on real industry data and projections.
With this market report, you’ll be able to explore in detail the changing shape and potential of the industry. You will now be able to plan and build strategy on real industry data and projections.
India Consumer Foodservice Market Research Analysis ReportJames Weiss
consumer foodservice showed no signs of slowdown amidst the economic downturn and grew even faster than during the review period. Continued growth in disposable income supported strong purchasing power of consumers in both tier I and tier II cities, spurring the trend to eat out and try new cuisines. Consumer foodservice operators across almost all categories benefited from high demand during 2011.
Food and beverage_services_global market report_2018_sampleGUDURUSRIKANTH1
The global food and beverage services market was valued at around $5 trillion in 2017. Asia Pacific was the largest region in the food and beverage services market in 2017, accounting for around 49% market share.
Full report: https://www.thebusinessresearchcompany.com/report/food-and-beverage-services-global-market-report-2018
Stiff competition, evolving consumer preferences and a challenging organic growth environment are driving many food retailers to consider strategic alternatives, including M&A, in order to optimize capital allocation and growth opportunities.
Food retailers continue to face challenging economic times as the Great Recession, albeit now officially over, has changed and accelerated changes in consumer behavior and the retail marketplace. Shopping patterns have shifted as consumers have re-evaluated the price-value equation, and the lines dividing retail channels continue to blur.
2009 represented an important turning point for RTD coffee in Italy. The launches of the Illy Issimo line of RTD coffee and Sheky Iced Coffee are set to add dynamism to the category. These new products represented the debut of credible companies such as Illycaff
India Consumer Foodservice Market Research Analysis ReportJames Weiss
consumer foodservice showed no signs of slowdown amidst the economic downturn and grew even faster than during the review period. Continued growth in disposable income supported strong purchasing power of consumers in both tier I and tier II cities, spurring the trend to eat out and try new cuisines. Consumer foodservice operators across almost all categories benefited from high demand during 2011.
Food and beverage_services_global market report_2018_sampleGUDURUSRIKANTH1
The global food and beverage services market was valued at around $5 trillion in 2017. Asia Pacific was the largest region in the food and beverage services market in 2017, accounting for around 49% market share.
Full report: https://www.thebusinessresearchcompany.com/report/food-and-beverage-services-global-market-report-2018
Stiff competition, evolving consumer preferences and a challenging organic growth environment are driving many food retailers to consider strategic alternatives, including M&A, in order to optimize capital allocation and growth opportunities.
Food retailers continue to face challenging economic times as the Great Recession, albeit now officially over, has changed and accelerated changes in consumer behavior and the retail marketplace. Shopping patterns have shifted as consumers have re-evaluated the price-value equation, and the lines dividing retail channels continue to blur.
2009 represented an important turning point for RTD coffee in Italy. The launches of the Illy Issimo line of RTD coffee and Sheky Iced Coffee are set to add dynamism to the category. These new products represented the debut of credible companies such as Illycaff
Business plan developed during the Entrepreneurship course in collaboration with Anton Bolotin, Anna Serõna, Daniel Spiridonov, Giacomo Zappoli, Ilja VaŠuta, Marta Suitslepp.
The team is definitely multicultural, with members from Estonia, Italy, Germany and Russia.
Supply Chain Metrics That Matter: A Focus on Food & Beverage Companies 2017Lora Cecere
Executive Overview
The Food and Beverage industry is a crowded market with many players. While the competition is intense, demand for healthy and fresh food products is high, and the industry is poised to grow in a volatile economy. During tough economic times, consumers will cut spending on products they do not need; however, they will not cut spending on food and beverages to the same extent.
The key to a competitive advantage is aligning and synchronizing the supply chain to manage material spend in the face of ever-changing demand. Few do this well. Consumers want local and fresh. They want brands they can trust. Traditional food manufacturing supply chains are in conflict, offering packaged foods with long shelf lives.
To try to drive excitement, companies invested in line extensions, a variety of different flavors, sizes, and variety packs, all causing supply chain difficulties for them. This complexity added cost, increased demand volatility, and created uncertainty. As a result, companies struggle to anticipate which flavor, or size, consumers will demand at a given time.
Consumers are fickle about what they eat. As a result, the Food and Beverage Industry arguably sees more consumer shift in demand than any other industry. Thus it becomes crucial that food and beverage companies implement outside-In processes. Becoming market-driven allows companies to better sense shifts in demand.
The Food and Beverage industry is also heavily regulated, due to it being a potential risk to so many consumers. The Food Safety Modernization Act dictates that companies must use approved suppliers and perform due diligence in monitoring supplier activity. Product fraud in the Global Food and Beverage industry has been extremely prevalent and presents a high-level risk to the company. Olive oil containing motor oil or corn oil, and alcoholic drinks containing ethanol are examples of fraudulent food products.
Traceability from supplier to consumer becomes ever more important for this industry to ensure product authenticity, as well as establishing trust with the consumer. Smart labeling and track-and-trace visibility are industry imperatives.
This Euromonitor market report provides market trend and market growth analysis of the Home Care industry in Pakistan. With this market report, you’ll be able to explore in detail the changing shape and potential of the industry. You will now be able to plan and build strategy on real industry data and projections.
Luxury and Cosmetics Market and Consumer Trends Chris Cadden
"Increase the digital effort — Luxury companies are behind in an increasingly digital world. New technology has changed the way companies do business, providing new communication channels, with buying behaviors evolving and the emergence of a new segment, the “millennials.” Immediacy is key, so there is a constant need to innovate within the digital world, which seems to contrast with the exclusivity known for its pole position at the core of the luxury market. Luxury brands have to manage dual aspects; namely to maintain their heritage and create long-term value while responding to consumers’ expectations and trying to offer instant gratification. Without innovation companies are risking losing ground to more dynamic, digitally savvy players." -Roberto Bonacina
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• Fine-tune the retail model — The muscular retail strategy carried out by the major
international brands in worldwide tier-one cities has lowered the return of top-line
growth that can be obtained by increasing direct distribution networks. Today clients
are well informed about what they want to buy because of a combination of continuous
on-line/off-line switches, word of mouth, social communities. This may lead to a partial
redefinition of retail strategies, with selected closures of less-performing retail shops,
focus on core locations and well-positioned flagships, reduction in the average size of
directly operated stores (DOS) to improve main sale ratios and reduce costs.
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The Italy dental care market is projected to grow from $861 Mn in 2022 to $1,362 Mn in 2030 with a CAGR of 5.9% for the year 2022-2030. Technological advancements such as 3D printing for diagnoses and robotic technologies for prostheses are future drivers for the Italy dental care market. To get a detailed report, contact us at - info@insights10.com
The report profiles Morrisons’ end-consumers and covers over 25 consumer groups of both Main and Occasional users (determined by the share of their goods coming from this retailer).
Serbia’s ageing population is expected to support strong growth for consumer health during the forecast period. The country’s consumer base is also expected to become more sophisticated in its understanding of health problems and their treatment, with growing media coverage of health and wellness in the country.
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1. Consumer Foodservice in Italy
Published: November 2011
Price: $ 1900
This Euromonitor market report provides market trend and market growth analysis of the
Consumer Foodservice by Location industry in Italy. With this market report, you’ll be able
to explore in detail the changing shape and potential of the industry. You will now be able
to plan and build strategy on real industry data and projections.
The Consumer Foodservice by Location in Italy market research report includes:
Analysis of key supply-side and demand trends
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 Consumer Foodservice by Location in Italy?
What are the major brands in Italy?
How are economic or demographic factors impacting the foodservice industry in Country
?
How are multinational and local operators expanding in Country»?
How have consumer lifestyle trends and eating habits influenced foodservice in Country
?
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 Consumer Foodservice market research
database.
Each report is delivered with the following components:
Report: PDF and Word
Market statistics: Excel workbook
Sample Analysis
EXECUTIVE SUMMARY
Consumers reduced outlets visits but not their average expenditure
The most important trend in 2010 was the decrease in consumer outlet visits, while
average expenditure was in line with 2009. This trend has a lot to do with the Italian
background and habits. Historically, Italians are not known to save money when it comes
to leisure, but are prepared to reduce the frequency with which they spend. For this
reason, outlets did not invest much in promotions, as this would not be the right strategy
to increase visits.
2. Lack of consumer confidence is still damaging foodservice
The Italian economy in 2010, although it saw a slight improvement compared with 2009,
was still characterised by generally negative sentiment, which created an unfavourable
climate for most foodservice operators. Independent consumer foodservice suffered the
most from the economic crisis, especially cafés and bars, which posted a decline in value
sales, and full-service restaurants, which struggled to maintain revenues. Some people
who used to eat at high-end restaurants started frequenting chain-type restaurants, while
some of those frequenting chains traded down to fast food.
Foodservice operators target a wider consumer base by enhancing their offer
The Italian consumer foodservice market has been negatively impacted by the economic
slowdown in the last few years. The market as a whole is still characterised by significant
investment aimed to target new types of customer. More foodservice operators have
shifted the focus of innovation from food to non-core services, including offering free Wi-Fi
internet connections in certain outlets. With free Wi-Fi access, allowing customers to
access the internet from their own laptops, PDAs and phone devices, visitors will
potentially stay longer in the outlets. The increased complexity of service offerings and
establishments implies an increase in set-up costs for individual franchisees.
Chains remain a minority but are better protected against the crisis
Italians are attracted to high quality in terms of food, and tend to favour independent
foodservice outlets, which typically offer a wide range of local products. However, although
chains are still underdeveloped in Italy, they were less affected by the financial crisis of
2009, and posted a much better performance than independent outlets in 2010. Chains
have sufficient resources to withstand difficult trading conditions, and are typically
characterised by better organisation, more competent staff, superior hygiene standards
and frequent updates of their concepts, menus and design.
Slight decline in constant value terms expected over the forecast period
The continued good development of chained outlets over the forecast period will, to some
extent, offset the ongoing decline in independent outlets, hence overall value sales of
consumer foodservice in Italy are predicted to decline only slightly in constant value
terms. Italians like eating out, and it is one of the most popular ways to spend free time,
so they will still allocate a good portion of their disposable incomes to this activity.
Table of Contents
Consumer Foodservice in Italy - Industry Overview
EXECUTIVE SUMMARY
Consumers reduced outlets visits but not their average expenditure
Lack of consumer confidence is still damaging foodservice
Foodservice operators target a wider consumer base by enhancing their offer
Chains remain a minority but are better protected against the crisis
Slight decline in constant value terms expected over the forecast period
KEY TRENDS AND DEVELOPMENTS
The weak recovery has not boosted consumer confidence
3. Independent outlets far outnumber chains
Less time to eat
Casual dining is expected to grow further
Use of local products a key trend in consumer foodservice
MARKET DATA
Table 1 Units, Transactions and Value Sales in Consumer Foodservice: 2005-2010
Table 2 Units, Transactions and Value Sales in Consumer Foodservice: % Growth 2005-
2010
Table 3 Consumer Foodservice by Independent Vs Chained Outlets: Units/Outlets 2010
Table 4 Consumer Foodservice by Eat in Vs Takeaway 2010
Table 5 Consumer Foodservice by Food Vs Drinks Split 2010
Table 6 Sales in Consumer Foodservice by Location 2005-2010
Table 7 Leading Chained Consumer Foodservice Brands by Number of Units 2010
Table 8 Chained Consumer Foodservice Company Shares 2006-2010
Table 9 Chained Consumer Foodservice Brand Shares 2007-2010
Table 10 Forecast Units, Transactions and Value Sales in Consumer Foodservice: 2010-
2015
Table 11 Forecast Units, Transactions and Value Sales in Consumer Foodservice: %
Growth 2010-2015
Table 12 Number of Foodservice Outlets 2006-2011
OPERATING ENVIRONMENT
Table 13 Turnover and Number of Franchising Operators 2008
APPENDIX
DEFINITIONS
Summary 1 Research Sources
Consumer Foodservice in Italy - Company Profiles
Airest Srl in Consumer Foodservice (Italy)
STRATEGIC DIRECTION
KEY FACTS
COMPANY BACKGROUND
SUPPLIERS
4. COMPETITIVE POSITIONING
Summary 3 Airest Srl: Competitive Position 2010
Autogrill SpA in Consumer Foodservice (Italy)
STRATEGIC DIRECTION
KEY FACTS
COMPANY BACKGROUND
SUPPLIERS
COMPETITIVE POSITIONING
Summary 6 Autogrill SpA: Competitive Position 2010
Camst Srl in Consumer Foodservice (Italy)
STRATEGIC DIRECTION
KEY FACTS
COMPANY BACKGROUND
SUPPLIERS
COMPETITIVE POSITIONING
Summary 9 Camst Srl: Competitive Position 2010
Cibis SpA in Consumer Foodservice (Italy)
STRATEGIC DIRECTION
KEY FACTS
COMPANY BACKGROUND
SUPPLIERS
COMPETITIVE POSITIONING
Summary 11 Cibis SpA: Competitive Position 2010
Cir Food Scrl in Consumer Foodservice (Italy)
STRATEGIC DIRECTION
KEY FACTS
COMPANY BACKGROUND
SUPPLIERS
COMPETITIVE POSITIONING
Summary 14 Cir Food Scrl: Competitive Position 2010
Cremonini SpA in Consumer Foodservice (Italy)
STRATEGIC DIRECTION
KEY FACTS
COMPANY BACKGROUND
SUPPLIERS
COMPETITIVE POSITIONING
5. Summary 17 Cremonini SpA: Competitive Position 2010
Finifast Srl in Consumer Foodservice (Italy)
STRATEGIC DIRECTION
KEY FACTS
COMPANY BACKGROUND
SUPPLIERS
COMPETITIVE POSITIONING
Summary 19 Finifast Srl: Competitive Position 2010
Gruppo Sebeto Srl in Consumer Foodservice (Italy)
STRATEGIC DIRECTION
KEY FACTS
COMPANY BACKGROUND
SUPPLIERS
COMPETITIVE POSITIONING
Summary 21 Gruppo Sebeto Srl: Competitive Position 2010
Heineken Italia SpA in Consumer Foodservice (Italy)
STRATEGIC DIRECTION
KEY FACTS
COMPANY BACKGROUND
SUPPLIERS
COMPETITIVE POSITIONING
Segafredo Zanetti SpA in Consumer Foodservice (Italy)
STRATEGIC DIRECTION
KEY FACTS
COMPANY BACKGROUND
SUPPLIERS
COMPETITIVE POSITIONING
Summary 25 Segafredo Zanetti SpA: Competitive Position 2010
100% Home Delivery/Takeaway in Italy - Category Analysis
HEADLINES
TRENDS
In 2010, 100% home delivery/takeaway experienced growth in value terms of 2%, as
consumers found this option very suitable for their tight schedules. Pizza takeaway
dominates, in line with Italian traditions and habits.
COMPETITIVE LANDSCAPE
100% HDTA remains dominated by independent operators, which accounted for 99% of
home delivery/takeaway sales in 2010. Multinational chains do not find easy to establish
6. themselves in Italy because in order to be successful they need to tailor their offer to
Italian tastes and habits, and this clearly goes against the standard format which is what
has made chains so successful in other markets. Autogrill SpA and Pizza New SpA lead the
chained segment with value shares of 28% and 26%, respectively, in 2010. Spizzico,
owned by Autogrill SpA, and Pizza New are the two leading brands.
PROSPECTS
The category is expected to grow by a constant value CAGR of below 1% between 2010
and 2015. While consumers are looking for convenience, which takeaway food certainly
offers, growth will be hampered by consumers’ increasing preference for ready-to-cook
food which can be bought from retailers. This is the main factor which will restrain
category growth during the forecast period.
CATEGORY DATA
Table 14 100% Home Delivery/Takeaway by Category: Units/Outlets 2005-2010
Table 15 100% Home Delivery/Takeaway by Category: Number of Transactions 2005-2010
Table 16 100% Home Delivery/Takeaway by Category: Foodservice Value 2005-2010
Table 17 100% Home Delivery/Takeaway by Category: % Units/Outlets Growth 2005-
2010
Table 18 100% Home Delivery/Takeaway by Category: % Transaction Growth 2005-2010
Table 19 100% Home Delivery/Takeaway by Category: % Foodservice Value Growth 2005-
2010
Table 20 Global Brand Owner Shares of Chained 100% Home Delivery/Takeaway 2006-
2010
Table 21 Brand Shares of Chained 100% Home Delivery/Takeaway 2007-2010
Table 22 Forecast Sales in 100% Home Delivery/Takeaway by Category: Units/Outlets
2010-2015
Table 23 Forecast Sales in 100% Home Delivery/Takeaway by Category: Number of
Transactions 2010-2015
Table 24 Forecast Sales in 100% Home Delivery/Takeaway by Category: Foodservice
Value 2010-2015
Table 25 Forecast Sales in 100% Home Delivery/Takeaway by Category: % Units/Outlets
Growth 2010-2015
Table 26 Forecast Sales in 100% Home Delivery/Takeaway by Category: % Transaction
Growth 2010-2015
7. Table 27 Forecast Sales in 100% Home Delivery/Takeaway by Category: % Foodservice
Value Growth 2010-2015
Cafés/Bars in Italy - Category Analysis
HEADLINES
TRENDS
In 2010, revenues of cafés/bars fell by 1%. This compares poorly with the review period
CAGR of 1%, and continued the negative trend that the category has been experiencing
since 2008. Competition from other consumer foodservice categories together with
consumers’ reluctance to spend on non-necessities have contributed to this negative
trend.
COMPETITIVE LANDSCAPE
In Italy, fragmentation continues to define the cafés/bars category. Independent
cafés/bars continued to dominate in 2010, with a value share of 90%. The two largest
chains are Guinness Pub and Autogrill, both with value shares of 3% in chained cafés/bars
in 2010. No companies experienced significant growth in value terms in that year.
Economic uncertainties kept companies quite cautious, hence there were few new outlet
openings and demand remained stagnant.
PROSPECTS
Cafés/bars could eventually be hit by the growing success of vending machines and small
grocery retailers that increasingly offer sandwiches or other snacks, especially during
lunch time. Vending machine are very convenient, while small grocery retailers are
perceived to offer healthier food, as it is prepared fresh at the counter. A further threat
could be the negative effects derived from the crisis, especially in terms of unemployment
and cuts. In fact, if consumers will cut on their consumption, a fall in turnover will
significantly affect especially independent outlets, considering that café’/bars are always
located in city centre, which are very expensive in terms of rent.
CATEGORY DATA
Table 28 Cafés/Bars by Category: Units/Outlets 2005-2010
Table 29 Cafés/Bars by Category: Number of Transactions 2005-2010
Table 30 Cafés/Bars by Category: Foodservice Value 2005-2010
Table 31 Cafés/Bars by Category: % Units/Outlets Growth 2005-2010
Table 32 Cafés/Bars by Category: % Transaction Growth 2005-2010
Table 33 Cafés/Bars by Category: % Foodservice Value Growth 2005-2010
Table 34 Global Brand Owner Shares of Chained Cafés/Bars 2006-2010
8. Table 35 Brand Shares of Chained Cafés/Bars 2007-2010
Table 36 Forecast Sales in Cafés/Bars by Category: Units/Outlets 2010-2015
Table 37 Forecast Sales in Cafés/Bars by Category: Number of Transactions 2010-2015
Table 38 Forecast Sales in Cafés/Bars by Category: Foodservice Value 2010-2015
Table 39 Forecast Sales in Cafés/Bars by Category: % Units/Outlets Growth 2010-2015
Table 40 Forecast Sales in Cafés/Bars by Category: % Transaction Growth 2010-2015
Table 41 Forecast Sales in Cafés/Bars by Category: % Foodservice Value Growth 2010-
2015
Consumer Foodservice by Location in Italy - Category Analysis
HEADLINES
TRENDS
The main trend in consumer foodservice by location in 2010 was continuing investment in
outlets in travel locations. These outlets are located in very convenient locations and
appeal to consumers looking for a quick snack or meal on the go. Operators are investing
significantly in advertising and promotions to attract customers, aiming to benefit from the
high margins typically available in such locations.
COMPETITIVE LANDSCAPE
No significant changes where evident regarding the Italian competitive landscape in 2010.
Fragmentation characterises the competitive environment in the leading three non-
standalone locations – lodging, leisure and retail. Independent outlets are the most
common type of outlet within these locations. However, within leisure, travel and retail
locations, the trend is increasingly towards chained operators. Within travel, for example,
Autogrill was by far the leading operator in 2010, operating at motorways, railways and
airports. Other important operators within travel locations are Chef Express, MyChef,
Festival, Moto and Ristop.
PROSPECTS
Over the forecast period, the trend away from standalone locations is expected to
continue, although they are expected to continue to dominate in value terms. standalone
locations are expected to lose ground to retail, travel and leisure locations, in particular.
CATEGORY DATA
Table 42 Consumer Foodservice Sales by Location: Units/Outlets 2005-2010
Table 43 Consumer Foodservice Sales by Location: Number of Transactions 2005-2010
Table 44 Consumer Foodservice Sales by Location: Foodservice Value 2005-2010
9. Table 45 Consumer Foodservice Sales by Location: % Units/Outlets Growth 2005-2010
Table 46 Consumer Foodservice Sales by Location: % Transaction Growth 2005-2010
Table 47 Consumer Foodservice Sales by Location: % Foodservice Value Growth 2005-
2010
Table 48 Consumer Foodservice Sales through Standalone: Units/Outlets 2005-2010
Table 49 Consumer Foodservice Sales through Standalone: Number of Transactions 2005-
2010
Table 50 Consumer Foodservice Sales through Standalone: Foodservice Value 2005-2010
Table 51 Consumer Foodservice Sales through Standalone: % Units/Outlets Growth 2005-
2010
Table 52 Consumer Foodservice Sales through Standalone: % Transaction Growth 2005-
2010
Table 53 Consumer Foodservice Sales through Standalone: % Foodservice Value Growth
2005-2010
Table 54 Consumer Foodservice Sales through Leisure: Units/Outlets 2005-2010
Table 55 Consumer Foodservice Sales through Leisure: Number of Transactions 2005-2010
Table 56 Consumer Foodservice Sales through Leisure: Foodservice Value 2005-2010
Table 57 Consumer Foodservice Sales through Leisure: % Units/Outlets Growth 2005-
2010
Table 58 Consumer Foodservice Sales through Leisure: % Transaction Growth 2005-2010
Table 59 Consumer Foodservice Sales through Leisure: % Foodservice Value Growth 2005-
2010
Table 60 Consumer Foodservice Sales through Retail: Units/Outlets 2005-2010
Table 61 Consumer Foodservice Sales through Retail: Number of Transactions 2005-2010
Table 62 Consumer Foodservice Sales through Retail: Foodservice Value 2005-2010
Table 63 Consumer Foodservice Sales through Retail: % Units/Outlets Growth 2005-2010
Table 64 Consumer Foodservice Sales through Retail: % Transaction Growth 2005-2010
Table 65 Consumer Foodservice Sales through Retail: % Foodservice Value Growth 2005-
2010
10. Table 66 Consumer Foodservice Sales through Lodging: Units/Outlets 2005-2010
Table 67 Consumer Foodservice Sales through Lodging: Number of Transactions 2005-
2010
Table 68 Consumer Foodservice Sales through Lodging: Foodservice Value 2005-2010
Table 69 Consumer Foodservice Sales through Lodging: % Units/Outlets Growth 2005-
2010
Table 70 Consumer Foodservice Sales through Lodging: % Transaction Growth 2005-2010
Table 71 Consumer Foodservice Sales through Lodging: % Foodservice Value Growth
2005-2010
Table 72 Consumer Foodservice Sales through Travel: Units/Outlets 2005-2010
Table 73 Consumer Foodservice Sales through Travel: Number of Transactions 2005-2010
Table 74 Consumer Foodservice Sales through Travel: Foodservice Value 2005-2010
Table 75 Consumer Foodservice Sales through Travel: % Units/Outlets Growth 2005-2010
Table 76 Consumer Foodservice Sales through Travel: % Transaction Growth 2005-2010
Table 77 Consumer Foodservice Sales through Travel: % Foodservice Value Growth 2005-
2010
Table 78 Forecast Consumer Foodservice Sales by Location: Units/Outlets 2010-2015
Table 79 Forecast Consumer Foodservice Sales by Location: Number of Transactions 2010-
2015
Table 80 Forecast Consumer Foodservice Sales by Location: Foodservice Value 2010-2015
Table 81 Forecast Consumer Foodservice Sales by Location: % Units/Outlets Growth 2010-
2015
Table 82 Forecast Consumer Foodservice Sales by Location: % Transaction Growth 2010-
2015
Table 83 Forecast Consumer Foodservice Sales by Location: % Foodservice Value Growth
2010-2015
Table 84 Forecast Consumer Foodservice Sales through Standalone: Units/Outlets 2010-
2015
Table 85 Forecast Consumer Foodservice Sales through Standalone: Number of
Transactions 2010-2015
11. Table 86 Forecast Consumer Foodservice Sales through Standalone: Foodservice Value
2010-2015
Table 87 Forecast Consumer Foodservice Sales through Standalone: % Units/Outlets
Growth 2010-2015
Table 88 Forecast Consumer Foodservice Sales through Standalone: % Transaction Growth
2010-2015
Table 89 Forecast Consumer Foodservice Sales through Standalone: % Foodservice Value
Growth 2010-2015
Table 90 Forecast Consumer Foodservice Sales through Leisure: Units/Outlets 2010-2015
Table 91 Forecast Consumer Foodservice Sales through Leisure: Number of Transactions
2010-2015
Table 92 Forecast Consumer Foodservice Sales through Leisure: Foodservice Value 2010-
2015
Table 93 Forecast Consumer Foodservice Sales through Leisure: % Units/Outlets Growth
2010-2015
Table 94 Forecast Consumer Foodservice Sales through Leisure: % Transaction Growth
2010-2015
Table 95 Forecast Consumer Foodservice Sales through Leisure: % Foodservice Value
Growth 2010-2015
Table 96 Forecast Consumer Foodservice Sales through Retail: Units/Outlets 2010-2015
Table 97 Forecast Consumer Foodservice Sales through Retail: Number of Transactions
2010-2015
Table 98 Forecast Consumer Foodservice Sales through Retail: Foodservice Value 2010-
2015
Table 99 Forecast Consumer Foodservice Sales through Retail: % Units/Outlets Growth
2010-2015
Table 100 Forecast Consumer Foodservice Sales through Retail: % Transaction Growth
2010-2015
Table 101 Forecast Consumer Foodservice Sales through Retail: % Foodservice Value
Growth 2010-2015
Table 102 Forecast Consumer Foodservice Sales through Lodging: Units/Outlets 2010-
2015
12. Table 103 Forecast Consumer Foodservice Sales through Lodging: Number of Transactions
2010-2015
Table 104 Forecast Consumer Foodservice Sales through Lodging: Foodservice Value
2010-2015
Table 105 Forecast Consumer Foodservice Sales through Lodging: % Units/Outlets Growth
2010-2015
Table 106 Forecast Consumer Foodservice Sales through Lodging: % Transaction Growth
2010-2015
Table 107 Forecast Consumer Foodservice Sales through Lodging: % Foodservice Value
Growth 2010-2015
Table 108 Forecast Consumer Foodservice Sales through Travel: Units/Outlets 2010-2015
Table 109 Forecast Consumer Foodservice Sales through Travel: Number of Transactions
2010-2015
Table 110 Forecast Consumer Foodservice Sales through Travel: Foodservice Value 2010-
2015
Table 111 Forecast Consumer Foodservice Sales through Travel: % Units/Outlets Growth
2010-2015
Table 112 Forecast Consumer Foodservice Sales through Travel: % Transaction Growth
2010-2015
Table 113 Forecast Consumer Foodservice Sales through Travel: % Foodservice Value
Growth 2010-2015
Fast Food in Italy - Category Analysis
HEADLINES
TRENDS
Italian consumers look for traditional tastes in fast food as much as in other more
traditional formats, like restaurants. Consequently, some fast food operators, such as
McDonald’s, have introduced Italian products in their menus, with the aim of increasing
their customer base. Fast food operators have thus not just exploited the opportunities
given by the economic crisis, which forced consumers to trade down, but are also making
an effort to increase customer satisfaction by enhancing the quality of their menus, aiming
to make new customers loyal in the long term.
COMPETITIVE LANDSCAPE
Within chained fast food, by far the largest brand continues to be McDonald’s, which held a
62% share in value terms in 2010. McDonald’s leading position was consolidated by its
adding local products to its menu, along with enhanced interior design. The chain also
13. benefited from the integration of the McCafé format into a growing number of outlets,
which attracted new consumer groups. The second largest player in chained fast food is
Autogrill, with its Spizzico brand, which held a value share of 10%, followed by Burger
King, with 6%.
PROSPECTS
Successful fast food companies will have to walk a fine line between offering consumers a
premium experience – more so than they would expect from a typical fast food restaurant
– while simultaneously remaining a source of value-priced nutrition and indulgence for the
Italian population. The premium experience will evolve beyond offering premium
ingredients and products on restaurant menus to include a more welcoming restaurant
design, more choice and added convenience. In this respect, it is notable that free Wi-Fi is
increasingly being offered inside outlets, while McDonald’s is introducing play areas in may
of its outlets.
CATEGORY DATA
Table 114 Fast Food by Category: Units/Outlets 2005-2010
Table 115 Fast Food by Category: Number of Transactions 2005-2010
Table 116 Fast Food by Category: Foodservice Value 2005-2010
Table 117 Fast Food by Category: % Units/Outlets Growth 2005-2010
Table 118 Fast Food by Category: % Transaction Growth 2005-2010
Table 119 Fast Food by Category: % Foodservice Value Growth 2005-2010
Table 120 Sales of Bakery Products Fast Food by Type 2007-2010
Table 121 Global Brand Owner Shares of Chained Fast Food 2006-2010
Table 122 Brand Shares of Chained Fast Food 2007-2010
Table 123 Forecast Sales in Fast Food by Category: Units/Outlets 2010-2015
Table 124 Forecast Sales in Fast Food by Category: Number of Transactions 2010-2015
Table 125 Forecast Sales in Fast Food by Category: Foodservice Value 2010-2015
Table 126 Forecast Sales in Fast Food by Category: % Units/Outlets Growth 2010-2015
Table 127 Forecast Sales in Fast Food by Category: % Transaction Growth 2010-2015
Table 128 Forecast Sales in Fast Food by Category: % Foodservice Value Growth 2010-
2015
Full-Service Restaurants in Italy - Category Analysis
14. HEADLINES
TRENDS
In 2010, chained restaurants performed better than independent ones, as the former one
is still perceived as a new concept in Italy. Casual restaurants fared rather better than the
category overall, with a growth rate of 9%, with the key to their success being price. They
benefit from the fact that consumers perceive them as offering good value for money. In
2010, full-service restaurants experienced a growth rate of 1%, which was in line with the
review period CAGR. The category is quite mature, and economic uncertainty and an
ageing population have also restrained its growth.
COMPETITIVE LANDSCAPE
In 2010, Rossopomodoro (Gruppo Sebeto Srl), Fratelli la Bufala (Gruppo M6) and Old
Wilde West (Compagnia Generale della Ristorazione Srl) were the leading chained full-
service restaurants. Their success is due to the fact that they are focused on pizza and
meat, the two most appreciated dishes by Italians. The category has been quite static,
with companies not undertaking significant investment given the uncertain economic
conditions. Moreover, chained operators have to go through many bureaucratic steps
before obtaining the authorisation needed to open new outlets, which makes expansion
more difficult.
PROSPECTS
Sales of full-service restaurants are expected to decline over the forecast period by an
annual average of 1% in constant value terms. One of the main factors contributing to this
negative scenario is the ageing of the population, which is leading to a decrease in
household spending capacity. Moreover, full-service restaurants will suffer from the
growing importance of casual fast food and pizzerias, which are growing due to their
offering good value for money. Although the full-service restaurants category is expected
to experience a decline in terms of revenues, the number of outlets is predicted to rise, as
an effect of city expansions.
CATEGORY DATA
Table 129 Full-Service Restaurants by Category: Units/Outlets 2005-2010
Table 130 Full-Service Restaurants by Category: Number of Transactions 2005-2010
Table 131 Full-Service Restaurants by Category: Foodservice Value 2005-2010
Table 132 Full-Service Restaurants by Category: % Units/Outlets Growth 2005-2010
Table 133 Full-Service Restaurants by Category: % Transaction Growth 2005-2010
Table 134 Full-Service Restaurants by Category: % Foodservice Value Growth 2005-2010
Table 135 Global Brand Owner Shares of Chained Full-Service Restaurants 2006-2010
Table 136 Brand Shares of Chained Full-Service Restaurants 2007-2010
15. Table 137 Forecast Sales in Full-Service Restaurants by Category: Units/Outlets 2010-
2015
Table 138 Forecast Sales in Full-Service Restaurants by Category: Number of Transactions
2010-2015
Table 139 Forecast Sales in Full-Service Restaurants by Category: Foodservice Value
2010-2015
Table 140 Forecast Sales in Full-Service Restaurants by Category: % Units/Outlets Growth
2010-2015
Table 141 Forecast Sales in Full-Service Restaurants by Category: % Transaction Growth
2010-2015
Table 142 Forecast Sales in Full-Service Restaurants by Category: % Foodservice Value
Growth 2010-2015
Self-Service Cafeterias in Italy - Category Analysis
HEADLINES
TRENDS
In 2010, locations determined the success of self-service cafeterias. Busy locations such as
motorways, railway stations and shopping malls represent a mine of potential customers
looking for a cheap and quick lunch. In 2010, self-service cafeterias grew by 2% in value
terms, which was a positive performance considering the economic scenario, although
growth was lower than the review period CAGR of 3%. The slowdown was due in part to
companies applying fierce price competitive strategies in order to increase the scale of
their businesses.
COMPETITIVE LANDSCAPE
Autogrill is the leader in self-service cafeterias in Italy, with a 31% share of total value
sales in 2010. In chained self-cafeterias, the company achieved a 38% share of total value
sales. Autogrill operates in self-service cafeterias through its Ciao concept, with a total of
170 outlets. Autogrill enjoys strong brand recognition among Italian consumers, and the
Ciao name is often used to refer to motorway service stations in general. Chef Express is
the market leader in terms of outlets, but far behind in terms of share of sales, with 15%
of value in 2010.
PROSPECTS
Convenience will be the major trend characterising self-service cafeterias during the
forecast period. Most outlets are located in busy areas where customers’ purchasing
behaviour is determined by the need for rapid service, and very few categories other than
self-service cafeterias can effectively fulfil this need.
CATEGORY DATA
16. Table 143 Self-Service Cafeterias: Units/Outlets 2005-2010
Table 144 Self-Service Cafeterias: Number of Transactions 2005-2010
Table 145 Self-Service Cafeterias: Foodservice Value 2005-2010
Table 146 Self-Service Cafeterias: % Units/Outlets Growth 2005-2010
Table 147 Self-Service Cafeterias: % Transaction Growth 2005-2010
Table 148 Self-Service Cafeterias: % Foodservice Value Growth 2005-2010
Table 149 Global Brand Owner Shares of Chained Self-Service Cafeterias 2006-2010
Table 150 Brand Shares of Chained Self-Service Cafeterias 2007-2010
Table 151 Forecast Sales in Self-Service Cafeterias: Units/Outlets 2010-2015
Table 152 Forecast Sales in Self-Service Cafeterias: Number of Transactions 2010-2015
Table 153 Forecast Sales in Self-Service Cafeterias: Foodservice Value 2010-2015
Table 154 Forecast Sales in Self-Service Cafeterias: % Units/Outlets Growth 2010-2015
Table 155 Forecast Sales in Self-Service Cafeterias: % Transaction Growth 2010-2015
Table 156 Forecast Sales in Self-Service Cafeterias: % Foodservice Value Growth 2010-
2015
Street Stalls/Kiosks in Italy - Category Analysis
HEADLINES
TRENDS
Changing lifestyles have been increasingly driving the performance of street stalls/kiosks,
with the convenience factor being key to their success.
COMPETITIVE LANDSCAPE
The competitive environment remained very fragmented in 2010, due to the strong
presence of independent operators. Within chained street stalls/kiosks, È Arrivato Paolino
continued to lead in 2010, accounting for 51% of value sales within chained businesses.
The brand, which is present at a national level, offers traditional roasted and fried food. It
is mainly located in shopping centres or thriving shopping areas. Cremonini SpA was the
second ranked player in 2010, through its Mr Panino brand, which accounted for a 4%
share of value sales of chained street stalls/kiosks in 2010.
PROSPECTS
17. Over the forecast period, constant value sales of street stalls/kiosks are expected to post a
CAGR of just under 1%, to reach €488 million at constant 2010 prices in 2015. People are
expected to buy more food on-the-go, and street stalls/kiosks are a particularly convenient
and cheap option, which will be the main driver for the category.
CATEGORY DATA
Table 157 Street Stalls/Kiosks: Units/Outlets 2005-2010
Table 158 Street Stalls/Kiosks: Number of Transactions 2005-2010
Table 159 Street Stalls/Kiosks: Foodservice Value 2005-2010
Table 160 Street Stalls/Kiosks: % Units/Outlets Growth 2005-2010
Table 161 Street Stalls/Kiosks: % Transaction Growth 2005-2010
Table 162 Street Stalls/Kiosks: % Foodservice Value Growth 2005-2010
Table 163 Global Brand Owner Shares of Chained Street Stalls/Kiosks 2006-2010
Table 164 Brand Shares of Chained Street Stalls/Kiosks 2007-2010
Table 165 Forecast Sales in Street Stalls/Kiosks: Units/Outlets 2010-2015
Table 166 Forecast Sales in Street Stalls/Kiosks: Number of Transactions 2010-2015
Table 167 Forecast Sales in Street Stalls/Kiosks: Foodservice Value 2010-2015
Table 168 Forecast Sales in Street Stalls/Kiosks: % Units/Outlets Growth 2010-2015
Table 169 Forecast Sales in Street Stalls/Kiosks: % Transaction Growth 2010-2015
Table 170 Forecast Sales in Street Stalls/Kiosks: % Foodservice Value Growth 2010-2015
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