Consumer Foodservice in Hungary

Report Summary

Declining value sales in consumer foodservice
As a result of the economic crisis, increasing unemployment, declining net wages and rising prices, demand for consumer foodservice declined further in 2010, as consumers had less money for food in foodservice outlets than before. Consumers’ habits changed, as they prioritised food and essential goods in retail stores, and they bought non-essential goods only if they had enough money. Due to the declining number of transactions, many foodservice outlets stayed empty. Fast food and street stalls/kiosks benefited from this changing situation; however, value growth was generated mainly by price increases.
Consumers shift towards cheaper and quicker consumer foodservice options
As consumers’ purchasing power was weak, and worsening due to rising prices, they sought cheaper solutions. Full-service restaurants was put in the shade, whilst fast food and street stalls/kiosks saw an increase in value sales and a smaller rate of decline in terms of number of transactions. As eating something quickly is popular in Hungary, especially in large towns, where lifestyles are hectic and tourism is more significant, more consumers purchased something on the streets and in travel locations. Moreover, many fast food outlets also function as a meeting point for young consumers and business people, and burger fast food restaurants such as McDonald’s and Burger King provide a modern, comfortable and friendly atmosphere for customers.

Expansion of the international burger chains
Despite declining demand for fast food, burger fast food is still popular in Hungary, and international chains chose expansion to survive the hard times, instead of closing down outlets. Besides offering lower prices, the main strategy was to open new outlets to attract more consumers and increase value sales. BelFrit and Burger King opened new outlets mainly in busy locations in shopping malls, and thanks to their expansion, these players increased their value sales. International chains are highly popular amongst consumers looking for a trendy and quick solution when eating out, as opposed to a full-service restaurant, and burger fast food chains have the potential to expand further. However, the biggest chain, McDonald’s, did not open new outlets, because the company focused on modernising its existing outlets.

Independent players continue to dominate consumer foodservice
Despite the fact that chains are stronger and have a more stable background, independent players dominate within nearly all consumer foodservice channels, with the exception of fast food and street stalls/kiosks. Independents can meet consumers’ needs more quickly; however, due to the lack of a strong international background, their operations are more unstable, and can often hardly cover their costs. Also, independents depend on prices, and have to increase their prices if costs rise, whilst chains can operate with lower prices. Most independent outlets are operated by small family enterprises which are well-aware of local consumer preferences, and can usually respond rapidly to changing trends. However, it should be noted that branded chained foodservice outlets are currently outperforming independents.

Lower than expected closures in consumer foodservice
In 2009 it was predicted that about 20% of consumer foodservice outlets would be closed down, with the highest rate predicted for full-service restaurants; however, the rate of closures was lower than expected. As many outlets were closed in 2009, in 2010 the toughest companies and independents survived the hard times, and about half of the predicted number had to close down the outlets. The strongest decline in the number of outlets occurred around Lake Balaton, where many street stalls/kiosks and fast food outlets closed down due to falling tourist numbers.

TABLE OF CONTENTS

Consumer Foodservice in Hungary - Industry Overview

EXECUTIVE SUMMARY
Declining value sales in consumer foodservice
Consumers shift towards cheaper and quicker consumer foodservice options
Expansion of the international burger chains
Independent players continue to dominate consumer foodservice
Lower than expected closures in consumer foodservice

KEY TRENDS AND DEVELOPMENTS
Effects of the economic crisis continue to have an impact on consumer foodservice
Smart marketing boosts sales and the number of transactions
Specialist coffee shops shows a varied picture
Foodservice companies offer a growing range of services
Travel locations attract visitors and foodservice players

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

APPENDIX
Published Data Comparisons
Table 12 Consumer Expenditure on Consumer Foodservice 2005-2010
Operating Environment

DEFINITIONS
Summary 1 Research Sources
Consumer Foodservice in Hungary - Company Profiles
Belfrit Polus Kft. in Consumer Foodservice (Hungary)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

SUPPLIERS

COMPETITIVE POSITIONING
Summary 4 Belfrit Polus Kft: Competitive Position 2010
Cafe Frei in Consumer Foodservice (Hungary)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

SUPPLIERS

COMPETITIVE POSITIONING
Summary 7 Cafe Frei: Competitive Position 2010
Don Pepe Kft in Consumer Foodservice (Hungary)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

SUPPLIERS

COMPETITIVE POSITIONING
Summary 10 Don Pepe Kft: Competitive Position 2010
Fornetti Kft in Consumer Foodservice (Hungary)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

SUPPLIERS

COMPETITIVE POSITIONING
Summary 12 Fornetti Kft: Competitive Position 2010
Semiramis Kft in Consumer Foodservice (Hungary)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

SUPPLIERS

COMPETITIVE POSITIONING
Summary 15 Semiramis Kft: Competitive Position 2010
100% Home Delivery/Takeaway in Hungary - Category Analysis

HEADLINES

TRENDS
Although consumers’ financial situation in Hungary was still quite poor, and total value sales of 100% home delivery/takeaway declined in 2010, it was still popular, because companies offer a wide range of products and meals, and also use continuous promotions and offer discounts. Thanks to the internet, more and more companies offer a cheap and comfortable way of ordering meals over the internet. As home delivery is quicker and cheaper than dining in restaurants, this channel could benefit from the losses of full-service restaurants; however, demand is also currently declining in home delivery.

COMPETITIVE LANDSCAPE
The leading company in 100% home delivery/takeaway in 2010 was Il Treno, which held a 4% share of value sales. Meanwhile, the other large chain which mainly offers pizza for home delivery, Don Pepe, saw a worse performance compared with Il Treno in 2010, but with a 2% value share it was the second biggest company. The reason for the success of these two leading companies is that they have a long history in Hungary; they were amongst the first companies to offer a home delivery service. Also their food is considered delicious, and their prices are affordable. Both companies, as they are chains, cover a large area, and do not only operate locally.

PROSPECTS
It is expected that more restaurants and companies will offer home delivery and takeaway services, as these services are more comfortable and cheaper for consumers. Although sales continued to decline in 2010, it is expected that with the recovery of consumers’ purchasing power, value sales of 100% home delivery/takeaway will rise again over the forecast period.

CATEGORY DATA
Table 13 100% Home Delivery/Takeaway by Category: Units/Outlets 2005-2010
Table 14 100% Home Delivery/Takeaway by Category: Number of Transactions 2005-2010
Table 15 100% Home Delivery/Takeaway by Category: Foodservice Value 2005-2010
Table 16 100% Home Delivery/Takeaway by Category: % Units/Outlets Growth 2005-2010
Table 17 100% Home Delivery/Takeaway by Category: % Transaction Growth 2005-2010
Table 18 100% Home Delivery/Takeaway by Category: % Foodservice Value Growth 2005-2010
Table 19 Global Brand Owner Shares of Chained 100% Home Delivery/Takeaway 2006-2010
Table 20 Brand Shares of Chained 100% Home Delivery/Takeaway 2007-2010
Table 21 Forecast Sales in 100% Home Delivery/Takeaway by Category: Units/Outlets 2010-2015
Table 22 Forecast Sales in 100% Home Delivery/Takeaway by Category: Number of Transactions 2010-2015
Table 23 Forecast Sales in 100% Home Delivery/Takeaway by Category: Foodservice Value 2010-2015
Table 24 Forecast Sales in 100% Home Delivery/Takeaway by Category: % Units/Outlets Growth 2010-2015
Table 25 Forecast Sales in 100% Home Delivery/Takeaway by Category: % Transaction Growth 2010-2015
Table 26 Forecast Sales in 100% Home Delivery/Takeaway by Category: % Foodservice Value Growth 2010-2015
Cafés/Bars in Hungary - Category Analysis

HEADLINES

TRENDS
Although consumers’ purchasing power was still weak and they spent more on food and essential goods, consumption habits in cafés/bars did not change significantly in 2010 compared with 2009. Although the whole channel declined in value terms, drinking in cafés/bars was still popular, even though consumers had less money. The most important factor which impacted the channel was that rental fees decreased in 2010 due to the economic crisis, and chains could open new outlets and rent them at low prices.

COMPETITIVE LANDSCAPE
The leading companies in cafés/bars in 2010 were McCafé from McDonald’s and Semiramis. Both brands achieved sales of HuF1.1 billion in 2010, and held an 18% share in chained cafés/bars. Market share of the companies from value sales of specialist coffee shops is 28% which means they dominate the channel. The reason for the success of these brands is that they have very good quality and affordable prices, and they have the widest networks. Whilst McCafé had 37 outlets in 2010, six more than in 2009, Semiramis had 51 outlets; however, Semiramis coffee shops are operated as franchises.

PROSPECTS
Although drinking coffee is popular in Hungary, due to consumers’ worse economic situation it is predicted that cafés/bars will see a slight decline in constant value terms in the short term. However, as rental fees are lower, large chains seem to be willing to widen their networks, which will bring an increase in value sales in the long term, and over the forecast period sales are expected to grow again, although slowly.

CATEGORY DATA
Table 27 Cafés/Bars by Category: Units/Outlets 2005-2010
Table 28 Cafés/Bars by Category: Number of Transactions 2005-2010
Table 29 Cafés/Bars by Category: Foodservice Value 2005-2010
Table 30 Cafés/Bars by Category: % Units/Outlets Growth 2005-2010
Table 31 Cafés/Bars by Category: % Transaction Growth 2005-2010
Table 32 Cafés/Bars by Category: % Foodservice Value Growth 2005-2010
Table 33 Global Brand Owner Shares of Chained Cafés/Bars 2006-2010
Table 34 Brand Shares of Chained Cafés/Bars 2007-2010
Table 35 Forecast Sales in Cafés/Bars by Category: Units/Outlets 2010-2015
Table 36 Forecast Sales in Cafés/Bars by Category: Number of Transactions 2010-2015
Table 37 Forecast Sales in Cafés/Bars by Category: Foodservice Value 2010-2015
Table 38 Forecast Sales in Cafés/Bars by Category: % Units/Outlets Growth 2010-2015
Table 39 Forecast Sales in Cafés/Bars by Category: % Transaction Growth 2010-2015
Table 40 Forecast Sales in Cafés/Bars by Category: % Foodservice Value Growth 2010-2015
Consumer Foodservice by Location in Hungary - Category Analysis

HEADLINES

TRENDS
Although the total number of foodservice outlets declined in 2010, travel and retail locations remained popular and attractive to consumers. However, because of a lack of new shopping malls and centres, the number of retail locations slowed its growth although stand-alone locations declined due to the high costs associated with running these kinds of operations.

COMPETITIVE LANDSCAPE
The most popular non-stand-alone locations are lodging locations; these are suitable for full-service restaurants, fast food and cafés/bars. Regarding the number of transactions, stand alone and lodging locations lead the market.

PROSPECTS
It is expected that stand-alone locations will continue to dominate consumer foodservice over the forecast period, as these are suitable for full-service restaurants, fast food and self-service cafeterias. A well-located stand-alone foodservice outlet providing high quality, or something special, is still a very popular business opportunity, despite the current difficult economic environment.

CATEGORY DATA
Table 41 Consumer Foodservice Sales by Location: Units/Outlets 2005-2010
Table 42 Consumer Foodservice Sales by Location: Number of Transactions 2005-2010
Table 43 Consumer Foodservice Sales by Location: Foodservice Value 2005-2010
Table 44 Consumer Foodservice Sales by Location: % Units/Outlets Growth 2005-2010
Table 45 Consumer Foodservice Sales by Location: % Transaction Growth 2005-2010
Table 46 Consumer Foodservice Sales by Location: % Foodservice Value Growth 2005-2010
Table 47 Consumer Foodservice Sales through Standalone: Units/Outlets 2005-2010
Table 48 Consumer Foodservice Sales through Standalone: Number of Transactions 2005-2010
Table 49 Consumer Foodservice Sales through Standalone: Foodservice Value 2005-2010
Table 50 Consumer Foodservice Sales through Standalone: % Units/Outlets Growth 2005-2010
Table 51 Consumer Foodservice Sales through Standalone: % Transaction Growth 2005-2010
Table 52 Consumer Foodservice Sales through Standalone: % Foodservice Value Growth 2005-2010
Table 53 Consumer Foodservice Sales through Leisure: Units/Outlets 2005-2010
Table 54 Consumer Foodservice Sales through Leisure: Number of Transactions 2005-2010
Table 55 Consumer Foodservice Sales through Leisure: Foodservice Value 2005-2010
Table 56 Consumer Foodservice Sales through Leisure: % Units/Outlets Growth 2005-2010
Table 57 Consumer Foodservice Sales through Leisure: % Transaction Growth 2005-2010
Table 58 Consumer Foodservice Sales through Leisure: % Foodservice Value Growth 2005-2010
Table 59 Consumer Foodservice Sales through Retail: Units/Outlets 2005-2010
Table 60 Consumer Foodservice Sales through Retail: Number of Transactions 2005-2010
Table 61 Consumer Foodservice Sales through Retail: Foodservice Value 2005-2010
Table 62 Consumer Foodservice Sales through Retail: % Units/Outlets Growth 2005-2010
Table 63 Consumer Foodservice Sales through Retail: % Transaction Growth 2005-2010
Table 64 Consumer Foodservice Sales through Retail: % Foodservice Value Growth 2005-2010
Table 65 Consumer Foodservice Sales through Lodging: Units/Outlets 2005-2010
Table 66 Consumer Foodservice Sales through Lodging: Number of Transactions 2005-2010
Table 67 Consumer Foodservice Sales through Lodging: Foodservice Value 2005-2010
Table 68 Consumer Foodservice Sales through Lodging: % Units/Outlets Growth 2005-2010
Table 69 Consumer Foodservice Sales through Lodging: % Transaction Growth 2005-2010
Table 70 Consumer Foodservice Sales through Lodging: % Foodservice Value Growth 2005-2010
Table 71 Consumer Foodservice Sales through Travel: Units/Outlets 2005-2010
Table 72 Consumer Foodservice Sales through Travel: Number of Transactions 2005-2010
Table 73 Consumer Foodservice Sales through Travel: Foodservice Value 2005-2010
Table 74 Consumer Foodservice Sales through Travel: % Units/Outlets Growth 2005-2010
Table 75 Consumer Foodservice Sales through Travel: % Transaction Growth 2005-2010
Table 76 Consumer Foodservice Sales through Travel: % Foodservice Value Growth 2005-2010
Table 77 Forecast Consumer Foodservice Sales by Location: Units/Outlets 2010-2015
Table 78 Forecast Consumer Foodservice Sales by Location: Number of Transactions 2010-2015
Table 79 Forecast Consumer Foodservice Sales by Location: Foodservice Value 2010-2015
Table 80 Forecast Consumer Foodservice Sales by Location: % Units/Outlets Growth 2010-2015
Table 81 Forecast Consumer Foodservice Sales by Location: % Transaction Growth 2010-2015
Table 82 Forecast Consumer Foodservice Sales by Location: % Foodservice Value Growth 2010-2015
Table 83 Forecast Consumer Foodservice Sales through Standalone: Units/Outlets 2010-2015
Table 84 Forecast Consumer Foodservice Sales through Standalone: Number of Transactions 2010-2015
Table 85 Forecast Consumer Foodservice Sales through Standalone: Foodservice Value 2010-2015
Table 86 Forecast Consumer Foodservice Sales through Standalone: % Units/Outlets Growth 2010-2015
Table 87 Forecast Consumer Foodservice Sales through Standalone: % Transaction Growth 2010-2015
Table 88 Forecast Consumer Foodservice Sales through Standalone: % Foodservice Value Growth 2010-2015
Table 89 Forecast Consumer Foodservice Sales through Leisure: Units/Outlets 2010-2015
Table 90 Forecast Consumer Foodservice Sales through Leisure: Number of Transactions 2010-2015
Table 91 Forecast Consumer Foodservice Sales through Leisure: Foodservice Value 2010-2015
Table 92 Forecast Consumer Foodservice Sales through Leisure: % Units/Outlets Growth 2010-2015
Table 93 Forecast Consumer Foodservice Sales through Leisure: % Transaction Growth 2010-2015
Table 94 Forecast Consumer Foodservice Sales through Leisure: % Foodservice Value Growth 2010-2015
Table 95 Forecast Consumer Foodservice Sales through Retail: Units/Outlets 2010-2015
Table 96 Forecast Consumer Foodservice Sales through Retail: Number of Transactions 2010-2015
Table 97 Forecast Consumer Foodservice Sales through Retail: Foodservice Value 2010-2015
Table 98 Forecast Consumer Foodservice Sales through Retail: % Units/Outlets Growth 2010-2015
Table 99 Forecast Consumer Foodservice Sales through Retail: % Transaction Growth 2010-2015
Table 100 Forecast Consumer Foodservice Sales through Retail: % Foodservice Value Growth 2010-2015
Table 101 Forecast Consumer Foodservice Sales through Lodging: Units/Outlets 2010-2015
Table 102 Forecast Consumer Foodservice Sales through Lodging: Number of Transactions 2010-2015
Table 103 Forecast Consumer Foodservice Sales through Lodging: Foodservice Value 2010-2015
Table 104 Forecast Consumer Foodservice Sales through Lodging: % Units/Outlets Growth 2010-2015
Table 105 Forecast Consumer Foodservice Sales through Lodging: % Transaction Growth 2010-2015
Table 106 Forecast Consumer Foodservice Sales through Lodging: % Foodservice Value Growth 2010-2015
Table 107 Forecast Consumer Foodservice Sales through Travel: Units/Outlets 2010-2015
Table 108 Forecast Consumer Foodservice Sales through Travel: Number of Transactions 2010-2015
Table 109 Forecast Consumer Foodservice Sales through Travel: Foodservice Value 2010-2015
Table 110 Forecast Consumer Foodservice Sales through Travel: % Units/Outlets Growth 2010-2015
Table 111 Forecast Consumer Foodservice Sales through Travel: % Transaction Growth 2010-2015
Table 112 Forecast Consumer Foodservice Sales through Travel: % Foodservice Value Growth 2010-2015
Fast Food in Hungary - Category Analysis

HEADLINES

TRENDS
Despite the popularity and fashion of eating fast food due to consumers’ worsening financial situation, demand for fast food is declining, and value sales were boosted only by price increases. Although some channels achieved an outstanding performance in 2010, such as fish fast food, in general overall fast food was impacted by the effects of the economic crisis.

COMPETITIVE LANDSCAPE
McDonald’s led fast food in 2010 with a 41% value share. McDonald’s reached total value sales of HuF38.5 billion in 2010; the number of transactions declined, but thanks to price increases, the total value sales of the company increased by 2%. McDonald’s was followed by Burger King, KFC (operated by American Restaurants) and Don Pepe, with 8%, 5% and 4% value shares in fast food respectively. The reason for the success of McDonald’s is that the company was the first chained player to enter Hungary, and the brand name is now synonymous with fast food and hamburgers. Just over 50% of McDonald’s outlets are operated by franchise partners, with the remainder being operated by the company itself. However, all outlets offer the same product range and quality and similar interior design.

PROSPECTS
Despite the slow recovery in purchasing power, demand for fast food is predicted to be stable and to increase over the forecast period, as consumers like fast food and to eat something quickly in a restaurant or on the street. With strong advertising strategies, the key players could gain share of value sales and increase their turnover further, and it is expected that the number of transactions will increase again in both the short term and the long term.

CATEGORY DATA
Table 113 Fast Food by Category: Units/Outlets 2005-2010
Table 114 Fast Food by Category: Number of Transactions 2005-2010
Table 115 Fast Food by Category: Foodservice Value 2005-2010
Table 116 Fast Food by Category: % Units/Outlets Growth 2005-2010
Table 117 Fast Food by Category: % Transaction Growth 2005-2010
Table 118 Fast Food by Category: % Foodservice Value Growth 2005-2010
Table 119 Sales of Bakery Products Fast Food by Type 2007-2010
Table 120 Global Brand Owner Shares of Chained Fast Food 2006-2010
Table 121 Brand Shares of Chained Fast Food 2007-2010
Table 122 Forecast Sales in Fast Food by Category: Units/Outlets 2010-2015
Table 123 Forecast Sales in Fast Food by Category: Number of Transactions 2010-2015
Table 124 Forecast Sales in Fast Food by Category: Foodservice Value 2010-2015
Table 125 Forecast Sales in Fast Food by Category: % Units/Outlets Growth 2010-2015
Table 126 Forecast Sales in Fast Food by Category: % Transaction Growth 2010-2015
Table 127 Forecast Sales in Fast Food by Category: % Foodservice Value Growth 2010-2015
Full-Service Restaurants in Hungary - Category Analysis

HEADLINES

TRENDS
As a result of the economic crisis and declining purchasing power, full-service restaurants suffered a decline in 2010; however, the decline in value sales slowed down from 15% in 2009 to 4% in 2010. For this reason, about 8% of full-service restaurants closed down during the year. Consumers’ dining habits are changing, and full-service restaurants tried to attract consumers with cheaper lunches or by joining online coupon sites, whereby they give discounts to consumers.

COMPETITIVE LANDSCAPE
Danubius Hotels was the leading company in full-service restaurants with a 3% value share in 2010. The company gained share, as its value sales increased by 7% to HuF6.0 billion. The reason for the success of the company is that its restaurants are popular amongst people staying in its hotels. Also, Danubius Hotels has high prices, which boosted its sales. As tourism started to recover, restaurants in hotels benefited. Although the biggest companies are hotels in terms of value sales, full-service restaurants is dominated by independents.

PROSPECTS
It is expected that consumers’ financial situation will start to improve, and full-service restaurants will benefit from this, and slow but stable growth is predicted both in the case of chains and independents in the forecast period. By meeting the changing needs of consumers, such as offering cheap menus at lunchtime, restaurants are expected to survive the economic crisis, and the closure of outlets will stop in the short term.

CATEGORY DATA
Table 128 Full-Service Restaurants by Category: Units/Outlets 2005-2010
Table 129 Full-Service Restaurants by Category: Number of Transactions 2005-2010
Table 130 Full-Service Restaurants by Category: Foodservice Value 2005-2010
Table 131 Full-Service Restaurants by Category: % Units/Outlets Growth 2005-2010
Table 132 Full-Service Restaurants by Category: % Transaction Growth 2005-2010
Table 133 Full-Service Restaurants by Category: % Foodservice Value Growth 2005-2010
Table 134 Global Brand Owner Shares of Chained Full-Service Restaurants 2006-2010
Table 135 Brand Shares of Chained Full-Service Restaurants 2007-2010
Table 136 Forecast Sales in Full-Service Restaurants by Category: Units/Outlets 2010-2015
Table 137 Forecast Sales in Full-Service Restaurants by Category: Number of Transactions 2010-2015
Table 138 Forecast Sales in Full-Service Restaurants by Category: Foodservice Value 2010-2015
Table 139 Forecast Sales in Full-Service Restaurants by Category: % Units/Outlets Growth 2010-2015
Table 140 Forecast Sales in Full-Service Restaurants by Category: % Transaction Growth 2010-2015
Table 141 Forecast Sales in Full-Service Restaurants by Category: % Foodservice Value Growth 2010-2015
Self-Service Cafeterias in Hungary - Category Analysis

HEADLINES

TRENDS
Self-service cafeterias has a long history in Hungary; however, in the 1990s self-service cafeterias lost ground against fast food, home delivery and full-service restaurants. In recent years the channel started to decline again because of the strong competition with other foodservice channels. However, thanks to the growing number of office buildings and petrol stations, new chains and independents stepped into the market before the economic crisis. Due to the economic crisis chains seemed to be more successful, whilst independents closed down outlets, with a decline of 4% in 2010.

COMPETITIVE LANDSCAPE
Marché, which is operated by Mol Magyar Olaj és Gázipari, was the leading brand in self-service cafeterias in 2010, with an 11% share of value sales. Marché had seven outlets in 2010, the same as in 2009, and these are usually next to highways, where there are the most potential consumers. The value sales of the company increased by 28% in 2010 thanks to its high-quality food and drink offerings and increasing prices. Two other key players, Vapiano and Ikea, both held 2% value shares. Both companies have only two outlets, and saw growth in value sales and number of transactions in 2010.

PROSPECTS
As consumers’ purchasing power is expected to increase, value sales in self-service cafeterias are predicted to also increase, and in particular the number of transactions, which means that demand for this type of foodservice will increase once again. Chains are expected to open new outlets; in particular, Marché is predicted to expand its network, whilst due to the increasing demand for self-service cafeterias, new independent outlets are also expected to be opened.

CATEGORY DATA
Table 142 Self-Service Cafeterias: Units/Outlets 2005-2010
Table 143 Self-Service Cafeterias: Number of Transactions 2005-2010
Table 144 Self-Service Cafeterias: Foodservice Value 2005-2010
Table 145 Self-Service Cafeterias: % Units/Outlets Growth 2005-2010
Table 146 Self-Service Cafeterias: % Transaction Growth 2005-2010
Table 147 Self-Service Cafeterias: % Foodservice Value Growth 2005-2010
Table 148 Global Brand Owner Shares of Chained Self-Service Cafeterias 2006-2010
Table 149 Brand Shares of Chained Self-Service Cafeterias 2007-2010
Table 150 Forecast Sales in Self-Service Cafeterias: Units/Outlets 2010-2015
Table 151 Forecast Sales in Self-Service Cafeterias: Number of Transactions 2010-2015
Table 152 Forecast Sales in Self-Service Cafeterias: Foodservice Value 2010-2015
Table 153 Forecast Sales in Self-Service Cafeterias: % Units/Outlets Growth 2010-2015
Table 154 Forecast Sales in Self-Service Cafeterias: % Transaction Growth 2010-2015
Table 155 Forecast Sales in Self-Service Cafeterias: % Foodservice Value Growth 2010-2015
Street Stalls/Kiosks in Hungary - Category Analysis

HEADLINES

TRENDS
After a decline in 2009, street stalls/kiosks started to grow again in current value terms in 2010; however, growth was generated by increasing prices, and the number of outlets and transactions declined further. Due to declining consumer purchasing power and rising unemployment, consumers could not buy more food on the streets, and they bought food in retail stores to cook at home.

COMPETITIVE LANDSCAPE
Street stalls/kiosks was led by Fornetti in 2010, which held a 46% share of value sales. Fornetti offers a wide range of bakery products, mainly pogácsa, which is a salted traditional Hungarian bakery product. The company operates its own stalls/kiosks, and franchise partners also offer its products. However, the number of outlets declined in 2010 to reach 1,855; 40% of the total outlets. The company is present within Western and Eastern Europe, and also operates in Kuwait. The second key player in street stalls/kiosks was P&P, which also offers bakery products. The value share of the company was 6% in 2010, with 630 outlets.

PROSPECTS
Eating and drinking on the street will remain popular in the future, and as consumers’ purchasing power is expected to recover, it is also predicted that demand for street stalls/kiosks will grow again, and the number of transactions and outlets will also rise. Burgers, hot dogs and bakery products are popular throughout the year, and seasonal products such as ice cream and cold drinks are also expected to perform well over the forecast period.

CATEGORY DATA
Table 156 Street Stalls/Kiosks: Units/Outlets 2005-2010
Table 157 Street Stalls/Kiosks: Number of Transactions 2005-2010
Table 158 Street Stalls/Kiosks: Foodservice Value 2005-2010
Table 159 Street Stalls/Kiosks: % Units/Outlets Growth 2005-2010
Table 160 Street Stalls/Kiosks: % Transaction Growth 2005-2010
Table 161 Street Stalls/Kiosks: % Foodservice Value Growth 2005-2010
Table 162 Global Brand Owner Shares of Chained Street Stalls/Kiosks 2006-2010
Table 163 Brand Shares of Chained Street Stalls/Kiosks 2007-2010
Table 164 Forecast Sales in Street Stalls/Kiosks: Units/Outlets 2010-2015
Table 165 Forecast Sales in Street Stalls/Kiosks: Number of Transactions 2010-2015
Table 166 Forecast Sales in Street Stalls/Kiosks: Foodservice Value 2010-2015
Table 167 Forecast Sales in Street Stalls/Kiosks: % Units/Outlets Growth 2010-2015
Table 168 Forecast Sales in Street Stalls/Kiosks: % Transaction Growth 2010-2015
Table 169 Forecast Sales in Street Stalls/Kiosks: % Foodservice Value Growth 2010-2015