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Chile Food and Drink Report Q2 2008

Published by: Business Monitor International

Published: Apr. 18, 2008 - 66 Pages


Table of Contents


Executive Summary
Business Environment
Regional Food & Drink Business Environment Ratings
Table: Latin America Food & Drink Ratings - Q208
Chile’s Food & Drink Business Environment Rating
Table: Chile’s Global Food & Drink Business Environment Ratings Peer Group
SWOT Analysis
Mass Grocery Retail
Chile Mass Grocery Retail Industry SWOT
Food and Drink
Chile Food And Drink Industry SWOT
Macroeconomic Outlook
Table: Chile Economic Activity
Retail
Industry Forecast Scenario
Table: Chile Mass Grocery Retail Value Sales by Format (US$bn) Historical Data & Forecasts
Table: Sales Breakdown by Retail Format Type
Industry Developments
Market Overview
Table: Structure Of Chile’s Mass Grocery Retail Market By Estimated Number Of Outlets
Table: Structure Of Chile’s Mass Grocery Retail Market Sales By Format (US$bn)
Table: Average Annual Sales Value By Format 2007
Food And Drink
Regional Overview: Confectionery in Latin America
Table: Latin American Confectionery Producers Ranked Among The World’s 100, 2006
Industry Forecast Scenario
Food
Table: Chile Food Consumption Indicators Historical Data & Forecasts
Table: Sectoral trade indicators, Food, Drink & Tobacco (US$mn) - Historical Data & Forecasts
Table: Food Sub-sector Sales Indicators - Historical Data & Forecasts
Drink
Table: Chile Beverage Sectors Value/Volume Sales Historical Data & Forecasts
Industry Developments
Food
Drink
Market Overview
Agriculture
Table: Chile Dairy Industry Data (‘000 tonnes)
Table: Chile Agricultural Sub-Sector Production Data
Food
Drink
Tobacco
Industry Forecast Scenario
Table: Cigarette Value/Volume Sales Historical Data & Forecasts
Industry Developments
Market Overview
Competitive Landscape
Key Players
Mass Grocery Retail
Table: Key Players In Chile’s Mass Grocery Retail Sector
Food and Drink
Table: Key Players In Chile’s Food And Drink Sector
Regional Company Case Studies
Food: Grupo Bimbo in Latin America
Table: Grupo Bimbo Net Sales 2005 vs. 2006 (US$mn)
Table: Grupo Bimbo Divisions
Table: Grupo Bimbo - Plants & Brands in Latin America
Food: Bunge Ltd in Latin America
Table: Bunge Ltd, Net Sales To External Customers By Operating Segment, 2004-2006 (US$mn)
Table: Bunge Ltd, Latin American Operations
Company Analysis
Food
Empresas Carozzi
Nestlé Chile SA
Soprole
Drink
Concha y Toro
Embotelladora Andina SA
Compania Cervecerias Unidas (CCU)
Mass Grocery Retail
Distribución y Servicio (D&S)
Cencosud SA
Food & Drink Ratings Appendix
Introduction: Revised Methodology
Ratings Overview
Ratings System
Indicators
Table: Limits Of Potential Returns
Table: Risks To Realisation Of Potential Returns
Weighting
Weighting
BMI Forecast Modelling
How We Generate Our Industry Forecasts
Retail Industry
Sources


Abstract

With Chile’s population currently standing at just 16.3mn people, and a significant percentage of that
number on very low incomes, many of the country’s most successful companies are focusing an
increasing amount of effort on expanding in surrounding countries to tap markets which are less mature
or more affluent. This trend has been evident among the country’s MGRs and food and drink producers
for several years and has continued throughout the last 18 months. In 2007, Chilean retailer Cencosud,
entered the Brazilian market for the first time and also secured a leading position in Peru. Meanwhile
food producer Empresa Carozzi continues to make inroads throughout the region and wine producer
Concha y Toro’s Argentine subsidiary continues to go from strength to strength.


In 2007, Cencosud, which already has a sizeable operation in Argentina, won the race to takeover Peru’s
largest retailer Wong in a deal worth US$500mn. Wong operates around 40 stores and is by far the
largest operator in Peru, with around a 69% share of the organised retail market. With its strong
reputation for customer service Wong is one of Peru’s best known brands and this takeover has received
its share of criticism with a segment of the population worried about the gradual ‘chileanisation’ of Peru’s
businesses. However, with strong cultural and geographical ties between the two countries and Peru’s
relatively immature food and drink sector offering attractive opportunities, Peru is likely to remain a
leading investment location for Chilean companies looking to take their first steps out of the saturated
Chilean market. In addition to its moves in Peru, Cencosud also took its first steps into the highly
competitive Brazilian market, snapping up two local supermarket chains for a total price of US$451mn.
Chilean Empresa Carozzi is one of Latin America’s largest food companies, with production plants in
Chile, Argentina and Peru. In 2007 the firm continued to expand in the region with the acquisition of
Peruvian firm Aglisac, a producer of preserved fish, canned fruits and tomato sauce, for US$7.3mn.
Meanwhile, Chilean wine producer Concha y Toro continues to post strong results from its Argentine
subsidiary, with revenues up 23.4% in 9M07. Almost all of this growth stemmed from increased local
consumption, partly thanks to Argentine consumers’ preference for Argentinean wine. This impressive
growth rate highlights the success that Chilean companies can have using their existing expertise to
manufacture products in neighbouring countries that appeal specifically to that particular market.


These examples illustrate the strength of Chilean companies internationally; however, for Chile’s leading
supermarket operator, Distribución y Servicio (D&S), international success has been slow coming. D&S
had based its international strategy on a merger with international department store operator Falabella.
This was seen as vital for international expansion, as not only would Falabella’s international experience
have been invaluable, it would have opened up a variety of possible tie-ups with Falabella’s existing
international department store locations. However this merger was rejected by Chile’s competition
watchdog, meaning that for D&S international expansion is likely to be a lot more difficult.


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