CafsBars in Mexico

Cafés/Bars in Mexico
Euromonitor International
March 2022
CAFÉS/BARS IN MEXICO Passport i
LIST OF CONTENTS AND TABLES

Cafés/Bars in Mexico - Category Analysis.................................................................................... 1
KEY DATA FINDINGS.................................................................................................................. 1
2021 DEVELOPMENTS ............................................................................................................... 1
Performance of dominant bars/pubs continues to influence category sales ............................. 1
Brands strive to expand presence to build awareness.............................................................. 1
Starbucks grows share thanks to strong to-go options and exit of major brands ...................... 2
PROSPECTS AND OPPORTUNITIES......................................................................................... 2
Overall outlook for cafés/bars is positive but channel is unlikely to return to pre-pandemic
levels in terms of value sales until 2024, driven by bars/pubs .................................................. 2
Postponed expansion plans likely to resume later into forecast period..................................... 3
Ongoing demand for home delivery likely to encourage innovative in-house offerings in A bid
to move away from mainstream delivery apps .......................................................................... 3
CATEGORY DATA ....................................................................................................................... 4
Table 1 Cafés/Bars by Category: Units/Outlets 2016-2021 ....................................... 4
Table 2 Sales in Cafés/Bars by Category: Number of Transactions 2016-2021 ....... 4
Table 3 Sales in Cafés/Bars by Category: Foodservice Value 2016-2021 ................ 5
Table 4 Cafés/Bars by Category: % Units/Outlets Growth 2016-2021 ...................... 5
Table 5 Sales in Cafés/Bars by Category: % Transaction Growth 2016-2021 .......... 6
Table 6 Sales in Cafés/Bars by Category: % Foodservice Value Growth 2016-
2021 ............................................................................................................. 6
Table 7 GBO Company Shares in Chained Cafés/Bars: % Foodservice Value
2017-2021 .................................................................................................... 7
Table 8 GBN Brand Shares in Chained Cafés/Bars: % Foodservice Value
2018-2021 .................................................................................................... 7
Table 9 Forecast Cafés/Bars by Category: Units/Outlets 2021-2026 ........................ 8
Table 10 Forecast Sales in Cafés/Bars by Category: Number of Transactions
2021-2026 .................................................................................................... 9
Table 11 Forecast Sales in Cafés/Bars by Category: Foodservice Value 2021-
2026 ............................................................................................................. 9
Table 12 Forecast Cafés/Bars by Category: % Units/Outlets Growth 2021-2026 ..... 10
Table 13 Forecast Sales in Cafés/Bars by Category: % Transaction Growth
2021-2026 .................................................................................................. 10
Table 14 Forecast Sales in Cafés/Bars by Category: % Foodservice Value
Growth 2021-2026 ..................................................................................... 11
Consumer Foodservice in Mexico - Industry Overview .............................................................. 12
EXECUTIVE SUMMARY ............................................................................................................ 12
Consumer foodservice in 2021: The big picture ..................................................................... 12
2021 key trends ...................................................................................................................... 12
Competitive landscape ........................................................................................................... 13
Independent foodservice developments ................................................................................. 13
What next for consumer foodservice? .................................................................................... 14
MARKET DATA .......................................................................................................................... 14
Table 15 Units, Transactions and Value Sales in Consumer Foodservice 2016-
2021 ........................................................................................................... 14
Table 16 Units, Transactions and Value Sales in Consumer Foodservice: %
Growth 2016-2021 ..................................................................................... 14
© Euromonitor International
CAFÉS/BARS IN MEXICO Passport ii
Table 17 Consumer Foodservice by Independent vs Chained by Type:

Units/Outlets 2021...................................................................................... 15
Table 18 Consumer Foodservice by Independent vs Chained: % Foodservice
Value 2016-2021 ........................................................................................ 15
Table 19 Sales in Consumer Foodservice by Eat-In vs Delivery and To-Go: %
Foodservice Value 2016-2021 ................................................................... 15
Table 20 Sales in Consumer Foodservice by Food vs Drink Split: %
Table 21 Sales in Consumer Foodservice by Food vs Drink Split by Type: %
Foodservice Value 2021 ............................................................................ 16
Table 22 Sales in Consumer Foodservice by Online/Offline Ordering: %
Table 23 Sales in Consumer Foodservice by Location: % Foodservice Value
2016-2021 .................................................................................................. 16
Table 24 GBO Company Shares in Chained Consumer Foodservice: %
Table 25 GBN Brand Shares in Chained Consumer Foodservice: %
Table 26 GBN Brand Shares in Chained Consumer Foodservice: Units/Outlets
2021 ........................................................................................................... 18
Table 27 Forecast Units, Transactions and Value Sales in Consumer
Foodservice 2021-2026 ............................................................................. 19
Table 28 Forecast Units, Transactions and Value Sales in Consumer
Foodservice: % Growth 2021-2026 ............................................................ 19
DISCLAIMER ............................................................................................................................. 19
SOURCES.................................................................................................................................. 20
Summary 1 Research Sources ...................................................................................... 20
CAFÉS/BARS IN MEXICO Passport 1
CAFÉS/BARS IN MEXICO -
CATEGORY ANALYSIS
KEY DATA FINDINGS
▪ Foodservice value sales rise by 11% in current terms in 2021 to MXN70.9 billion, whilst outlet
numbers fall by 5% to 21,545
▪ Cafés is the best performing category in 2021, with foodservice value sales increasing by
21% in current terms to MXN637 million
▪ Alsea SAB de CV is the leading player in 2021, with a foodservice value share of 10%
▪ Foodservice value sales are set to rise at a current value CAGR of 11% (2021 constant value
CAGR of 7%) over the forecast period to MXN122 billion, whilst the number of outlets is
expected to rise at a CAGR of 10% to 34,623
2021 DEVELOPMENTS
Performance of dominant bars/pubs continues to influence category

sales
Cafés/bars suffered significant declines across the channel in the first year of the pandemic,
particularly during the lockdown beginning at the end of March. The dominant category of
bars/pubs recorded the strongest declines which therefore impacted the overall channel’s
performance as prior to the pandemic, it had been recording impressive growth rates. This was
particularly true for chained outlets, with many of these establishments attempting to diversify
the experience that they offer to entice to younger consumers as they reach a legal drinking
age. As well as menu items, they started offering activities that appealed to the local population
including the broadcasting of popular sporting events, live music, and the airing of entertainment
events such as the Oscars. Such activities are geared to keeping consumers in these outlets for
longer, making it more likely that they will spend money.
Similarly, in 2021, the overall category results will be influenced by the performance of
bars/pubs. The category will see growth in 2021 as such outlets start to see fewer restrictions
and more demand. However, the rate of growth will be less than a third of the rate of decline in
the previous year, with the category still experiencing some of the most negative effects of the
pandemic. In most areas within the country, bars/pubs are unable to operate at full capacity or
normal hours. In addition, for those in tourist spots, including beach towns such as Cancun and
Los Cabos, limited tourism has made it difficult to continue operating. Even if bars were given
permission to reopen as restrictions were relaxed in certain areas, they struggled as they were
forced to operate at limited capacity. This limit varied city to city, with most restricted at 30%,
and some permitted up to 40% or 50%. They also had to contend with Mexican consumers’
ongoing caution with many remaining concerned about greater exposure to the virus if they
spent too long in public spaces. Such issues are causing bars/pubs to close outlets, with the
units/outlets number continuing to fall in 2021 for cafés/bars.
Brands strive to expand presence to build awareness

In 2021, brands continue to expand their presence across channels, from foodservice to
retailing and vice versa, to maximise their sales potential. It also helps build brand awareness
and, once consumers have become more familiar with their products, will encourage them to
return in-person to the coffee shops. Cielito Querido and Juan Valdez are two such brands that
have started increasing the number of offerings within retail settings. Juan Valdez previously left
the category in Mexico but is set to make a return in the coming years. Offering their products in
a retail setting will help them retain brand awareness until that time. Some beer and wine brands
are also trying to expand their channel reach, moving from retailing to consumer foodservice.
This will aid the recovery of the major bars/pubs channel in the forecast period.
As well as offering more coffee products within a retail setting, Juan Valdez and Nescafé are
expanding their offerings of coffee machines. Such offerings are becoming more prominent in
convenience stores as well as other retail locations, allowing consumers to make a coffee
beverage whilst doing their grocery shopping. This means that consumers no longer necessarily
need to visit a specialist coffee shop to drink their products. This concept is starting to compete
with the foodservice options already offered by the retail outlets and will further boost awareness
of these brands.
Starbucks grows share thanks to strong to-go options and exit of major
brands
Alsea will continue to strengthen its lead of cafés/bars in 2021 thanks to its ownership of
multinational chained specialist coffee shop Starbucks. This brand has managed to expand its
network in the pandemic by opening two new outlets at a time when many others were forced to
close theirs. For example, McDonald's closed most of its McCafé outlets with the view to closing
the remaining units permanently, citing an inability to compete with larger coffee brands.
Chained specialist coffee and tea shop brand Dunkin’, which is operated by various franchisees,
also announced that it was permanently closing its outlets in Mexico. Such exits are also
responsible for the boosted share of the leading players.
While specialist coffee shops and cafés were closed briefly during the initial stages of the
pandemic, those that traditionally rely on heavy office traffic in business areas remained closed
for longer. Many of these outlets noted a greater shift to delivery and takeaway, although
serving hot and frozen beverages has proven difficult via home delivery. Many cafés in smaller
cities have started to offer a drive-through option, but this has also proven to be more difficult in
crowded large cities. For some brands, demand for drive-through and delivery options was
sufficient to weather the storm.
PROSPECTS AND OPPORTUNITIES
Overall outlook for cafés/bars is positive but channel is unlikely to return

to pre-pandemic levels in terms of value sales until 2024, driven by
bars/pubs
The overall outlook for cafés/bars is relatively positive, with the channel anticipated to return
to pre-pandemic levels of value sales by 2023. With bars being some of the worst hit venues by
COVID-19 restrictions, many venues are likely to continue shifting towards serving food, at least
in the short term. This is because operating as restaurants will allow them to greater opportunity
to remain open should pandemic curbs be re-imposed. Bars are also likely to focus on creating
a unique range of cocktails that pair with specific food items and offering special limited-time
menus to attract consumers interested in novelty. Such offers also encourage greater spending,
particularly if Mexicans want to indulge following the home seclusion trend.
The trend of updating menu items, particularly beverages, is expected to accelerate in the
coming years as the pandemic recedes and consumers become more willing to visit new
venues and try new offerings. New beverages are a great way for operators to market
themselves and to attract customers. The relatively new trend of mixing alcohol with coffee and
tea drinks is also set to rise. One such example is Izlah Tea’s partnership with Boodles Gin to
offer alcoholic tea beverages.
Postponed expansion plans likely to resume later into forecast period

Despite a more positive outlook for the channel, units/outlets is only likely to make a full pre-
pandemic recovery in 2025. The growth will nevertheless begin from 2022, with the strongest
growth year expected in 2023 as operators commence the expansion plans that were
postponed during the pandemic. For example, Starbucks has announced that it will imminently
return to its pre-COVID-19 pace of opening outlets. This is anticipated to coincide with the return
of travelling and commuting to work, as well as the resumption of regular hours and venue
capacities, aiding the overall recovery of the category. However, there are several brands that
are likely to stop operating in the short term due to the difficult economic and operating
conditions. Juan Valdez ceased foodservice operations in Mexico in 2018, although it has since
offered its products in retail venues. The brand has also found a new commercial partner and
plans to open around 50 outlets within the forecast period to establish itself within the Mexican
consumer foodservice landscape.
The Tim Hortons brand entered Mexico towards the end of the review period. It found success
through only using Mexican coffee from Chiapas in its outlets, thus meeting the local taste
preference of Mexican consumers. The brand delayed its plans to open more outlets in the
pandemic but plans to resume its expansion over the coming years to include other areas of the
country outside the Northern region. Many of these outlets are likely to be in the form of drive-
through and delivery only, with some offering 24-hour service. This is in line with the increasing
trend towards on-the-go and takeaway coffee trends and is likely to set the brand up for further
success.
Ongoing demand for home delivery likely to encourage innovative in-

house offerings in A bid to move away from mainstream delivery apps
Delivery apps have become increasingly important for specialist coffee shops, particularly in
terms of the difficult operating conditions and restrictions on eating-in. Home delivery poses
problems in terms of ensuring that both hot and cold items are delivery to customers at the
correct temperature, but players persevered with this option to extend their consumer reach - a
trend that is still likely to continue into the forecast period. Most independent cafés and specialist
coffee shops plan to offer their own delivery services or allow consumers to order directly from
their own websites, rather than via third party apps as the latter have begun to increase the cost
of their services. The trend of transferring some sales to packaged retail items such as coffee
beans is also likely to continue. Given the increasing shift towards more sustainable business
practices, many players are expected to source recycled packaging for takeaway or home
delivery products to continue to engage consumers and gain greater share within the channel.
Specialist coffee and tea shops have been the most active in following these initiatives given
that their core business requires many disposable supplies.
Delivery has been a difficult option for bars because the sale of alcoholic drinks is restricted
through home delivery apps. As bars/pubs have been unable to adapt as well as cafés or
specialist coffee shops to the online ordering trend, they will continue to struggle into the
forecast period. Whilst the dominant independent operators within the channel are set to recover
in the coming years, chained bars will record a marginally stronger performance in terms of
units/outlets, transaction, and value growth thanks to their greater collection of resources and
therefore adaptability.
CATEGORY DATA
Table 1 Cafés/Bars by Category: Units/Outlets 2016-2021
outlets
2016 2017 2018 2019 2020 2021
- Bars/Pubs 26,233 27,602 27,591 29,337 19,288 18,241

-- Chained Bars/Pubs 246 250 276 299 268 267
-- Independent Bars/Pubs 25,987 27,352 27,315 29,038 19,020 17,974
- Cafés 483 509 504 530 445 467
-- Chained Cafés - - - - - -
-- Independent Cafés 483 509 504 530 445 467
- Juice/Smoothie Bars - - - - - -
-- Chained Juice/ - - - - - -
Smoothie Bars
-- Independent Juice/ - - - - - -
Smoothie Bars
- Specialist Coffee and 2,916 2,985 3,033 3,066 2,868 2,837
Tea Shops
-- Chained Specialist 2,108 2,166 2,208 2,224 2,152 2,085
Coffee and Tea Shops
-- Independent 808 819 825 842 716 752
Specialist Coffee and
Tea Shops
- Chained Cafés/Bars 2,354 2,416 2,484 2,523 2,420 2,352
- Independent Cafés/Bars 27,278 28,680 28,644 30,410 20,181 19,193
Cafés/Bars 29,632 31,096 31,128 32,933 22,601 21,545
Source: Euromonitor International from official statistics, trade associations, trade press, company research,
trade interviews, trade sources
Table 2 Sales in Cafés/Bars by Category: Number of Transactions 2016-2021
'000 transactions
2016 2017 2018 2019 2020 2021
- Bars/Pubs 910,617.2 961,461.2 981,218.0 1,039,18 660,303.0 789,488.6

5.0
-- Chained Bars/Pubs 5,550.1 6,072.4 6,721.4 7,547.9 5,213.4 5,936.0
-- Independent Bars/Pubs 905,067.1 955,388.8 974,496.6 1,031,63 655,089.5 783,552.6
7.1
- Cafés 13,007.8 13,723.2 14,370.6 14,886.5 10,867.1 13,105.8
-- Independent Cafés 13,007.8 13,723.2 14,370.6 14,886.5 10,867.1 13,105.8
Smoothie Bars
Smoothie Bars
- Specialist Coffee and 207,517.0 213,358.3 222,418.2 228,525.3 178,242.3 199,623.5
Tea Shops
-- Chained Specialist 181,025.3 185,483.6 195,240.4 199,907.1 157,122.0 174,302.5
-- Independent 26,491.8 27,874.7 27,177.8 28,618.2 21,120.2 25,321.1
Tea Shops
- Chained Cafés/Bars 186,575.4 191,556.0 201,961.8 207,455.0 162,335.4 180,238.5

- Independent Cafés/Bars 944,566.7 996,986.7 1,016,04 1,075,14 687,076.9 821,979.4
5.0 1.8
Cafés/Bars 1,131,14 1,188,54 1,218,00 1,282,59 849,412.4 1,002,21
2.0 2.7 6.8 6.8 7.9
Table 3 Sales in Cafés/Bars by Category: Foodservice Value 2016-2021
MXN million
2016 2017 2018 2019 2020 2021
- Bars/Pubs 66,669.0 70,577.2 74,135.6 79,230.7 51,445.6 56,687.1

-- Independent Bars/Pubs 64,773.1 68,445.7 71,758.5 76,559.1 49,610.3 54,620.9
- Cafés 615.6 652.8 685.1 710.0 525.4 636.7
-- Independent Cafés 615.6 652.8 685.1 710.0 525.4 636.7
Smoothie Bars
Smoothie Bars
Tea Shops
-- Independent 739.1 775.7 759.5 805.7 551.1 688.3
Tea Shops
- Independent Cafés/Bars 66,127.7 69,874.1 73,203.1 78,074.8 50,686.8 55,945.9
Cafés/Bars 79,197.1 84,111.9 88,673.5 94,876.4 63,900.7 70,861.5
Table 4 Cafés/Bars by Category: % Units/Outlets Growth 2016-2021
% Units/Outlets growth
2020/21 2016-21 CAGR 2016/21 Total
- Bars/Pubs -5.4 -7.0 -30.5

-- Chained Bars/Pubs -0.4 1.7 8.5
-- Independent Bars/Pubs -5.5 -7.1 -30.8
- Cafés 4.9 -0.7 -3.3
-- Chained Cafés - - -
-- Independent Cafés 4.9 -0.7 -3.3
- Juice/Smoothie Bars - - -
-- Chained Juice/Smoothie Bars - - -
-- Independent Juice/Smoothie Bars - - -
- Specialist Coffee and Tea Shops -1.1 -0.5 -2.7
-- Chained Specialist Coffee and Tea -3.1 -0.2 -1.1
Shops
-- Independent Specialist Coffee and 5.0 -1.4 -6.9
Tea Shops
- Chained Cafés/Bars -2.8 0.0 -0.1
- Independent Cafés/Bars -4.9 -6.8 -29.6

Cafés/Bars -4.7 -6.2 -27.3
Table 5 Sales in Cafés/Bars by Category: % Transaction Growth 2016-2021
% transaction growth
2020/21 2016-21 CAGR 2016/21 Total
- Bars/Pubs 19.6 -2.8 -13.3

-- Chained Bars/Pubs 13.9 1.4 7.0
-- Independent Bars/Pubs 19.6 -2.8 -13.4
- Cafés 20.6 0.2 0.8
-- Independent Cafés 20.6 0.2 0.8
- Specialist Coffee and Tea Shops 12.0 -0.8 -3.8
-- Chained Specialist Coffee and Tea 10.9 -0.8 -3.7
Shops
Tea Shops
- Chained Cafés/Bars 11.0 -0.7 -3.4
- Independent Cafés/Bars 19.6 -2.7 -13.0
Cafés/Bars 18.0 -2.4 -11.4
Table 6 Sales in Cafés/Bars by Category: % Foodservice Value Growth 2016-2021
% value growth
2020/21 2016-21 CAGR 2016/21 Total
- Bars/Pubs 10.2 -3.2 -15.0

-- Independent Bars/Pubs 10.1 -3.4 -15.7
- Cafés 21.2 0.7 3.4
- Specialist Coffee and Tea Shops 13.5 2.6 13.6
-- Chained Specialist Coffee and Tea 12.9 2.8 15.0
Shops
Tea Shops
- Chained Cafés/Bars 12.9 2.7 14.1
- Independent Cafés/Bars 10.4 -3.3 -15.4
Cafés/Bars 10.9 -2.2 -10.5
Table 7 GBO Company Shares in Chained Cafés/Bars: % Foodservice Value 2017-

2021
% value
Company 2017 2018 2019 2020 2021
Starbucks Corp 43.8 45.0 46.6 49.8 49.6

Italian Coffee SA de CV 8.8 8.6 8.2 7.5 8.5
XKMEX SA de CV 8.1 8.1 7.9 8.1 8.4
Free & Green SA de CV 2.8 3.6 4.3 4.0 4.3
Finca Santa VeraCruz SA 4.1 3.9 3.9 4.0 4.0
de CV
Herdez SAB de CV, Grupo - - - 2.6 2.7
Corporación Operadora 3.5 3.6 3.4 3.2 2.6
Alimenta SA de CV
Franquiciadora Hawaiian 3.3 3.1 2.9 2.6 1.8
Paradise SA de CV
Tapioca Condesa SA de CV 1.4 1.4 1.5 1.5 1.6
Grupo Impulzza 2.5 2.3 2.2 1.2 1.3
Beer Co, The 1.2 1.1 1.0 0.9 1.0
D'Volada Café & 1.0 0.9 0.9 0.8 0.8
Smoothies SA de CV
Society Signatura 0.7 0.7 0.7 0.6 0.7
Coffees SA de CV
Anheuser-Busch InBev NV 1.8 1.0 0.5 0.5 0.5
Café Andrade SA de CV 0.9 0.8 0.8 0.7 0.5
Retail Food Group Ltd 0.4 0.4 0.3 0.3 0.3
Lillians Coffees de 0.3 0.3 0.2 0.2 0.2
Mexico SA de CV
Café Calesa SA de CV 0.3 0.3 0.3 0.2 -
McDonald's Corp 0.1 0.1 0.0 0.0 -
Grupo ADO SA de CV 2.8 2.6 2.5 - -
Taco Holding SAPI de CV 1.9 0.7 0.3 - -
Dunkin' Brands Group Inc 0.3 0.7 0.1 - -
Gigante SA de CV, Grupo - - - - -
Jireh International Pty - - - - -
Ltd
Teavana Holdings Inc - - - - -
Others 10.0 10.8 11.4 11.2 11.4
Total 100.0 100.0 100.0 100.0 100.0
Table 8 GBN Brand Shares in Chained Cafés/Bars: % Foodservice Value 2018-2021
% value
Brand Global Brand Owner 2018 2019 2020 2021
Starbucks Starbucks Corp 44.9 46.6 49.7 49.6

The Italian Coffee Italian Coffee SA de CV 8.6 8.2 7.5 8.5
Company
Cafe Punta del Cielo XKMEX SA de CV 8.1 7.9 8.1 8.4
McCarthy's Irish Pub Free & Green SA de CV 3.6 4.3 4.0 4.3
Finca Santa Veracruz Finca Santa VeraCruz SA 3.9 3.9 4.0 4.0
de CV
Cielito Querido Cafe Herdez SAB de CV, Grupo - - 2.6 2.7
La Cervecería de Corporación Operadora 3.6 3.4 3.2 2.6
Barrio Alimenta SA de CV
Caffé Macchiato Franquiciadora Hawaiian 3.1 2.9 2.6 1.8
Paradise SA de CV
Cassava Roots Tapioca Condesa SA de CV 1.4 1.5 1.5 1.6
Barezzito Grupo Impulzza 1.6 1.5 0.8 0.9
D´Volada Café & D'Volada Café & 0.9 0.9 0.8 0.8
Smoothies Smoothies SA de CV
The Beer Company Beer Co, The 0.8 0.8 0.7 0.7
Society Signature Society Signatura 0.7 0.7 0.6 0.7
Coffee Coffees SA de CV
La Chopería Anheuser-Busch InBev NV 1.0 0.5 0.5 0.5
La Cantinita Grupo Impulzza 0.7 0.7 0.4 0.4
Café Andrade Café Andrade SA de CV 0.5 0.5 0.4 0.3
La Internacional Beer Co, The 0.3 0.3 0.3 0.3
Gloria Jean's Coffees Retail Food Group Ltd 0.4 0.3 0.3 0.3
Café Moretto Café Andrade SA de CV 0.3 0.3 0.3 0.2
Lillians Coffees Lillians Coffees de 0.3 0.2 0.2 0.2
Mexico SA de CV
Calesa Gourmet Café Café Calesa SA de CV 0.3 0.3 0.2 -
Teavana Starbucks Corp 0.0 0.0 0.0 -
McCafé McDonald's Corp 0.1 0.0 0.0 -
Cielito Querido Cafe Grupo ADO SA de CV 2.6 2.5 - -
Café Diletto Taco Holding SAPI de CV 0.7 0.3 - -
Dunkin' Dunkin' Brands Group Inc 0.7 0.1 - -
Cup Stop Gigante SA de CV, Grupo - - - -
Gloria Jean's Coffees Jireh International Pty - - - -
Ltd
Teavana Teavana Holdings Inc - - - -
Others 10.8 11.4 11.2 11.4
Total 100.0 100.0 100.0 100.0
Table 9 Forecast Cafés/Bars by Category: Units/Outlets 2021-2026
outlets
2021 2022 2023 2024 2025 2026
- Bars/Pubs 18,241 21,074 25,193 27,651 29,445 30,329

-- Chained Bars/Pubs 267 296 322 343 362 373
-- Independent Bars/Pubs 17,974 20,778 24,871 27,308 29,083 29,956
- Cafés 467 492 530 556 578 599
-- Independent Cafés 467 492 530 556 578 599
Smoothie Bars
Smoothie Bars
- Specialist Coffee and 2,837 2,953 3,127 3,342 3,531 3,695
Tea Shops
-- Chained Specialist 2,085 2,145 2,255 2,422 2,564 2,681
-- Independent 752 808 872 920 967 1,014
Tea Shops
- Chained Cafés/Bars 2,352 2,441 2,577 2,765 2,926 3,054
- Independent Cafés/Bars 19,193 22,078 26,273 28,784 30,628 31,569
Cafés/Bars 21,545 24,519 28,850 31,549 33,554 34,623
Source: Euromonitor International from trade associations, trade press, company research, trade interviews,
trade sources
Table 10 Forecast Sales in Cafés/Bars by Category: Number of Transactions 2021-2026
'000 transactions
2021 2022 2023 2024 2025 2026
- Bars/Pubs 789,488.6 926,064.2 1,050,73 1,098,10 1,136,70 1,164,27

5.1 1.2 7.5 3.1
-- Independent Bars/Pubs 783,552.6 919,107.2 1,043,18 1,090,13 1,128,39 1,155,58
6.7 0.1 3.6 7.9
- Cafés 13,105.8 14,901.3 15,534.6 16,072.1 16,570.3 17,034.3
-- Independent Cafés 13,105.8 14,901.3 15,534.6 16,072.1 16,570.3 17,034.3
Smoothie Bars
Smoothie Bars
Tea Shops
-- Independent 25,321.1 29,663.6 31,918.1 33,194.8 34,346.6 35,373.6
Tea Shops
- Independent Cafés/Bars 821,979.4 963,672.1 1,090,63 1,139,39 1,179,31 1,207,99
9.3 6.9 0.6 5.8
Cafés/Bars 1,002,21 1,166,89 1,317,21 1,376,12 1,425,05 1,461,70
7.9 3.7 9.0 4.3 0.6 4.7
trade sources
Table 11 Forecast Sales in Cafés/Bars by Category: Foodservice Value 2021-2026
MXN million
2021 2022 2023 2024 2025 2026
- Bars/Pubs 56,687.1 65,482.6 72,026.3 75,802.8 78,100.2 80,727.6

-- Independent Bars/Pubs 54,620.9 63,087.2 69,342.2 72,914.5 75,034.7 77,512.3
- Cafés 636.7 714.4 762.1 786.4 803.7 813.2
-- Independent Cafés 636.7 714.4 762.1 786.4 803.7 813.2
Smoothie Bars
Smoothie Bars
Tea Shops
-- Independent 688.3 809.8 881.8 926.8 968.2 1,006.9
Tea Shops

- Independent Cafés/Bars 55,945.9 64,611.3 70,986.1 74,627.7 76,806.6 79,332.3
Cafés/Bars 70,861.5 81,539.5 90,034.1 94,770.1 97,952.5 101,387.5
trade sources
Table 12 Forecast Cafés/Bars by Category: % Units/Outlets Growth 2021-2026
% Units/Outlets growth
2021/2022 2021-26 CAGR 2021/26 Total
- Bars/Pubs 15.5 10.7 66.3

-- Independent Bars/Pubs 15.6 10.8 66.7
- Cafés 5.4 5.1 28.3
Shops
-- Independent Specialist Coffee and 7.4 6.2 34.8
Tea Shops
- Independent Cafés/Bars 15.0 10.5 64.5
Cafés/Bars 13.8 10.0 60.7
trade sources
Table 13 Forecast Sales in Cafés/Bars by Category: % Transaction Growth 2021-2026
% transaction growth
2021/2022 2021-26 CAGR 2021/26 Total
- Bars/Pubs 17.3 8.1 47.5

- Cafés 13.7 5.4 30.0
Shops
Tea Shops
Cafés/Bars 16.4 7.8 45.8
trade sources
Table 14 Forecast Sales in Cafés/Bars by Category: % Foodservice Value Growth 2021-

2026
% value growth
2021/2022 2021-26 CAGR 2021/26 Total
- Bars/Pubs 15.5 7.3 42.4

- Cafés 12.2 5.0 27.7
Shops
Tea Shops
Cafés/Bars 15.1 7.4 43.1
trade sources
CONSUMER FOODSERVICE IN
MEXICO - INDUSTRY OVERVIEW
EXECUTIVE SUMMARY
Consumer foodservice in 2021: The big picture

The lockdown and social distancing measures introduced by the government to control the
spread of COVID-19 had a strong negative impact on Mexican consumer foodservice. The most
impacted channels are bars/pubs (which rely on eat-in customers) and street stalls/kiosks.
Although sales via the latter channel are dominated by to-go options, the home seclusion trend
and the fact that many of these operators (mainly consisting of independents) are not set up to
offer home delivery meant that they struggled to adapt to changing consumer demands. Such
operators were also drastically impacted by reduced footfall through major business districts and
school areas where many of these outlets tend to be located, due to the remote working and
studying practices. Whilst the trend has started to reverse, the category continued to face
capacity limits for most of the year, hampering recovery. As such, even though consumers are
starting to spend more time out of the house and at consumer foodservice venues, this will not
be enough to propel the overall category back to pre-pandemic levels of value sales in 2021.
2021 key trends

Lower consumer purchasing power due to the economic effects of the pandemic will continue
to damage category sales in 2021. Consumers have become more selective with their
purchases, thus reducing the amount they spend on consumer foodservice. They are also more
price-sensitive, leading harder-hit consumers to trade down to less expensive consumer
foodservice options. As such, limited-service restaurants, which typically offer cheaper options,
are set to see a faster recovery than full-service restaurants. However, the entire industry will
face issues due to the increased cost of raw products such as poultry, egg, and meat. Players
must delicately balance budget-friendly offers with offsetting increased costs to ensure survival.
Location was also vital in determining players’ success in 2021. For example, consumer
foodservice outlets in major cities such as Cancun and Los Cabos (where international tourism
is particularly strong and traditionally contributes to a large proportion of the economy) were
unable to operate. Both dine-in restaurants and street stalls/kiosks serve as a tourism pull, with
this growth driver therefore halted due to restrictions on travel as a result. In addition, outlets
that located in business districts have performed poorly as they are usually reliant on high
footfall from office workers. Within consumers increasingly working from home and avoiding
busy town centres, such outlets welcomed far fewer customers. As such, operators had to adapt
by finding new strategies. For example, some started offering meal kit options. This provided
consumers with a more affordable option and allowed them to prepare and cook their favourite
dishes from home using restaurant-quality ingredients and clear, professional instructions. Many
areas of Mexico are therefore not expected to fully recover economically until tourism returns
return to greater levels of normalisation, harming the prospects of all types of consumer
foodservice categories.
In terms of operator strategies, two rising trends are dark kitchens and increased
digitalisation. In terms of the former, they are seeing increased presence not only within
independent brands, but also several chained brands. In fact, many of the largest operators (like
Alsea and CMR) are using dark kitchens to cook foods for various brands across kitchen
locations. The Sushi Itto brand by Distribuidora de Alimentos is also seeing increased use of
dark kitchens to prepare menu items. In terms of digitalisation, even smaller independent
competitors have established online delivery services and started accepting digital payments.
Such progression has been necessary due to fear of transmitting the virus through handing over
cash and consumers being less willing to spend time outside the house. The trend towards
home-delivery and takeaway has been particularly prevalent in limited-service restaurants
despite the availability of dine-in services.
Competitive landscape
Consumer foodservice in Mexico is a highly fragmented competitive landscape dominated by
independent outlets, although it continues to be led by chained players FEMSA Comercio and
Alsea in value share terms. Established operators that were able to utilise delivery options more
easily were more likely to survive during this period. Nevertheless, Alsea and CMR were forced
to close a small number of non-profitable or struggling outlets to focus on more efficient and
profitable outlets. Chained operators in categories such as pizza limited-service restaurants,
chicken limited-service restaurants, and bakery limited-service restaurants will continue growing
in 2021 whilst others such as ice cream limited-service restaurants, Latin American full-service
restaurants, and North American full-service restaurants are set for a fast recovery in terms of
number of outlets.
Towards the end of the review period, partnerships with last-mile delivery services such as
Rappi, Uber Eats, and Cornershop had continued to expand amongst consumer foodservice
players. However, during the pandemic many players have found the fees they charge too high
and have started to explore alternative options. This includes the use of social media platforms
or message apps to communicate with customers, especially in terms of price promotions and
special deals. Many independent operators created their own websites or in-house delivery
offers. They also heeded the advice of the National Chamber of Restaurants and Seasoned
Food Industry (CANIRAC) which published its COVID-19 Prevention Protocol Mesa Segura
(Safe Table), which recommended best practices to ease consumers’ hygiene and health
concerns.
Independent foodservice developments

Independent operators were hit especially hard by the emergence of COVID-19 and its
subsequent lockdown and social distancing measures. Many were forced to close, although
some became more innovative and were able to diversify their products offerings by providing
grocery options in addition to their own prepared food options. However, many independent
outlets did not have the financial resources to continue operating at a reduced eat-in capacity
and were forced to adjust their business models or close. This has notably affected sites/outlets
numbers in the country.
Many independent consumer foodservice outlets were also at a disadvantage compared to
chained operators as they struggled to adapt to increasing demand for home delivery. Many do
not have their own delivery services and the fees charged by last-mile delivery platforms are
burdensome. Some outlets are therefore likely to look to move to locations or modify their
current restaurants to make them more conducive to takeaway and delivery. This may include
moving to a smaller location or rearranging furniture or a restaurant’s layout to favour a counter-
style ordering area and order prep stations over tables and seating. Nevertheless, a key trend in
2021 was the increased prevalence of digital payments in independent operators. The systems
Rappi, Mercado Pago and CoDi (a government created QR code payment system) have
allowed brands without large resources and POS terminals to accept QR based and online
payments. Previously many of these operators only accepted cash, so this is a major step
forward for independent operators.
What next for consumer foodservice?

Heading into the forecast period, reduced disposable incomes due to economic hardship will
lead to tougher decisions for local consumers in terms of how they spend their money. Many
consumers will likely choose cheaper options but are unlikely to cease purchasing from
consumer foodservice entirely. Home delivery will lose some of its share when compared with
the sales experienced in 2020 and 2021 but will remain higher for most channels than it was
pre-pandemic. Meanwhile, drive-through will continue to gain in popularity as an option within
cafés/bars and limited-service restaurants. Similarly, eat-in will regain share as consumers
gradually regain their confidence in visiting and dining at such venues. Nevertheless, it will
struggle to recover to pre-pandemic levels as Mexicans have been exposed to a greater choice
of options, which offer them greater flexibility.
A full value share recovery for consumer foodservice is expected between 2022 and 2023 for
most categories, although chained restaurants are likely to see a faster recovery than
independent operators due to their greater resources and adaptability. Chains are anticipated to
offer constant innovation in new products, specifically redesigning the menus to limit consumer
prices whilst also limited their own costs (due to the increase of raw products prices). Expansion
plans and the opening of new restaurants is likely to be done with caution, with such outlets
anticipated to be designed to include open spaces wherever possible. This is because health
and hygiene concerns will linger post-pandemic and venues will need to offer comfort and safety
to encourage consumers to return to their outlets. A further boost is likely to appear at the latter
end of the forecast period when the return of international tourism leads to greater footfall and
greater demand for consumer foodservice.
MARKET DATA
Table 15 Units, Transactions and Value Sales in Consumer Foodservice 2016-2021
2016 2017 2018 2019 2020 2021
Units 940,380.0 963,698.0 968,681.0 1,006,18 840,942.0 915,218.0

5.0
Transactions (mn) 11,679.1 12,039.0 12,280.0 12,902.4 10,070.5 11,502.0
MXN million current 839,323.4 887,634.1 918,613.0 987,771.8 749,406.6 859,200.0
prices
MXN million constant 839,323.4 837,063.3 825,817.6 856,835.9 628,711.3 683,324.5
prices
Table 16 Units, Transactions and Value Sales in Consumer Foodservice: % Growth

2016-2021
% growth
2020/21 2016-21 CAGR 2016/21 Total
Units 8.8 -0.5 -2.7

Transactions 14.2 -0.3 -1.5
Value current prices 14.7 0.5 2.4
Value constant prices 8.7 -4.0 -18.6

Table 17 Consumer Foodservice by Independent vs Chained by Type: Units/Outlets 2021
outlets
Independent Chained Total
Cafés/Bars 19,193 2,352 21,545

Full-Service Restaurants 187,613 3,392 191,005
Limited-Service Restaurants 235,601 37,730 273,331
Self-Service Cafeterias - - -
Street Stalls/Kiosks 428,794 543 429,337
Consumer Foodservice by Type 871,201 44,017 915,218
Table 18 Consumer Foodservice by Independent vs Chained: % Foodservice Value

2016-2021
% value
2016 2017 2018 2019 2020 2021
Chained Foodservice 15.1 15.4 16.2 16.3 18.4 17.9

Independent Foodservice 84.9 84.6 83.8 83.7 81.6 82.1
Total 100.0 100.0 100.0 100.0 100.0 100.0
Table 19 Sales in Consumer Foodservice by Eat-In vs Delivery and To-Go: %

Foodservice Value 2016-2021
% value
2016 2017 2018 2019 2020 2021
Drive-Through 0.0 0.1 0.2 0.2 1.0 1.7

Eat-in 72.4 72.0 71.0 71.2 47.3 53.6
Home Delivery 4.0 4.8 5.9 6.6 17.4 15.2
Takeaway 23.6 23.1 23.0 21.9 34.3 29.5
Total 100.0 100.0 100.0 100.0 100.0 100.0
Table 20 Sales in Consumer Foodservice by Food vs Drink Split: % Foodservice Value

2016-2021
% value
2016 2017 2018 2019 2020 2021
Drink 29.4 29.2 29.4 29.7 26.3 28.0

Food 70.6 70.8 70.6 70.3 73.7 72.0
Total 100.0 100.0 100.0 100.0 100.0 100.0
Table 21 Sales in Consumer Foodservice by Food vs Drink Split by Type: % Foodservice

Value 2021
% value analysis
Food Drink Total
Cafés/Bars 38.0 62.0 100.0

Full-Service Restaurants 66.7 33.3 100.0
Limited-Service Restaurants 83.0 17.0 100.0
Self-Service Cafeterias - - -
Street Stalls/Kiosks 82.0 18.0 100.0
Consumer Foodservice by Type 72.0 28.0 100.0
Table 22 Sales in Consumer Foodservice by Online/Offline Ordering: % Foodservice

Value 2016-2021
% value
2016 2017 2018 2019 2020 2021
Offline 99.1 98.5 98.0 97.3 88.5 93.3

Online 0.9 1.5 2.0 2.7 11.5 6.7
Total 100.0 100.0 100.0 100.0 100.0 100.0
Table 23 Sales in Consumer Foodservice by Location: % Foodservice Value 2016-2021
% value
2016 2017 2018 2019 2020 2021
Leisure 2.1 2.1 2.1 2.1 1.1 1.8

Lodging 2.1 2.1 2.1 2.1 1.1 1.8
Retail 14.1 15.0 16.1 17.1 14.2 15.9
Stand-Alone 71.0 70.0 68.9 67.9 78.2 72.3
Travel 10.7 10.8 10.8 10.8 5.5 8.3
Total 100.0 100.0 100.0 100.0 100.0 100.0
Table 24 GBO Company Shares in Chained Consumer Foodservice: % Foodservice

Value 2017-2021
% value
Company 2017 2018 2019 2020 2021
Fomento Económico 13.1 13.4 13.5 13.1 12.5

Mexicano SAB de CV
Yum! Brands Inc 4.2 4.4 4.6 5.6 5.7
Starbucks Corp 4.6 4.7 4.9 4.8 4.8
McDonald's Corp 4.3 4.2 4.1 4.7 4.6

Alsea SAB de CV 4.5 4.4 4.2 4.6 4.0
Domino's Pizza Inc 2.7 2.9 2.8 3.8 3.7
Doctor's Associates Inc 4.1 4.0 3.8 3.8 3.6
Restaurant Brands 2.9 2.7 2.9 3.5 3.4
International Inc
Gigante SA de CV, Grupo 3.1 3.0 2.8 2.5 2.6
Ilitch Holdings Inc 1.5 1.7 1.9 2.5 2.6
CKE Restaurants 1.8 1.8 1.8 2.2 2.3
Holdings Inc
Brinker International Inc 2.3 2.3 2.2 2.2 2.0
Carso SA de CV, Grupo 2.4 2.2 2.0 1.7 1.8
DineEquity Inc 1.9 1.9 1.8 1.6 1.7
Herdez SAB de CV, Grupo 0.8 0.8 0.7 1.2 1.2
Seven & I Holdings Co Ltd 1.3 1.3 1.2 1.2 1.1
Desarrolladora de 1.2 1.2 1.1 1.1 1.1
Franquicias los
Bisquets Bisquets
Obregon SA de CV
CMR SAB de CV 0.5 0.5 0.4 0.9 0.9
Remigio S de RL 1.0 1.0 0.9 0.8 0.9
Franquiciadora Hawaiian 1.2 1.1 1.1 1.0 0.9
Paradise SA de CV
Restaurante 0.7 0.7 1.0 1.0 0.8
Chiltepino's SA de CV
Operadora Wings Army SA 0.8 0.8 0.8 0.8 0.8
de CV
El Pollo Feliz SA de CV 0.7 0.7 0.7 0.9 0.8
Inspire Brands Inc - 0.6 0.7 0.7 0.8
El Puerto de Liverpool 0.9 0.9 0.9 0.7 0.8
SAB de CV
Italian Coffee SA de CV 0.9 0.9 0.9 0.7 0.8
XKMEX SA de CV 0.8 0.8 0.8 0.8 0.8
Taco Holding SAPI de CV 1.2 0.9 0.7 0.6 0.6
Alimentation Couche- 0.7 0.7 0.7 0.6 0.6
Tard Inc
Benedetti's SA de CV, 0.5 0.5 0.4 0.6 0.5
Grupo
Others 33.3 33.1 33.5 29.8 31.2
Total 100.0 100.0 100.0 100.0 100.0
Table 25 GBN Brand Shares in Chained Consumer Foodservice: % Foodservice Value

2018-2021
% value
Brand Global Brand Owner 2018 2019 2020 2021
OXXO Fomento Económico 12.5 12.6 12.2 11.6

Mexicano SAB de CV
Starbucks Starbucks Corp 4.7 4.9 4.8 4.8
McDonald's McDonald's Corp 4.2 4.1 4.7 4.6
KFC Yum! Brands Inc 3.3 3.6 4.5 4.5
VIPs Alsea SAB de CV 3.7 3.7 4.3 3.8
Domino's Pizza Domino's Pizza Inc 2.9 2.8 3.8 3.7
Subway Doctor's Associates Inc 4.0 3.8 3.8 3.6
Burger King Restaurant Brands 2.7 2.9 3.5 3.4
International Inc
Little Caesar's Pizza Ilitch Holdings Inc 1.7 1.9 2.5 2.6
Toks Gigante SA de CV, Grupo 3.0 2.8 2.5 2.5
Carl's Jr CKE Restaurants 1.8 1.8 2.2 2.3
Holdings Inc
Chili's Grill & Bar Brinker International Inc 2.3 2.2 2.2 2.0
Restaurante Sanborns Carso SA de CV, Grupo 2.2 2.0 1.7 1.8
Applebee's DineEquity Inc 1.4 1.3 1.2 1.2
Neighborhood Grill
& Bar
Pizza Hut Yum! Brands Inc 1.1 1.0 1.1 1.1
7-Eleven Seven & I Holdings Co Ltd 1.3 1.2 1.2 1.1
Los Bisquets Desarrolladora de 1.2 1.1 1.1 1.1
Bisquets Obregon Franquicias los
Bisquets Bisquets
Obregon SA de CV
Gorditas Doña Tota Fomento Económico 0.9 0.9 0.9 0.9
Mexicano SAB de CV
Italianni's Remigio S de RL 1.0 0.9 0.8 0.9
Chiltepino's Restaurante 0.7 1.0 1.0 0.8
Chiltepino's SA de CV
Wings Army Operadora Wings Army SA 0.8 0.8 0.8 0.8
de CV
El Pollo Feliz El Pollo Feliz SA de CV 0.7 0.7 0.9 0.8
Buffalo Wild Wings Inspire Brands Inc 0.6 0.7 0.7 0.8
Restaurante Liverpool El Puerto de Liverpool 0.9 0.9 0.7 0.8
SAB de CV
The Italian Coffee Italian Coffee SA de CV 0.9 0.9 0.7 0.8
Company
Cafe Punta del Cielo XKMEX SA de CV 0.8 0.8 0.8 0.8
Sushi Itto CMR SAB de CV - - 0.8 0.8
Hawaiian Paradise Franquiciadora Hawaiian 0.8 0.8 0.7 0.7
Paradise SA de CV
Nutrisa Herdez SAB de CV, Grupo 0.8 0.7 0.7 0.7
Circle K Alimentation Couche- 0.7 0.7 0.6 0.6
Tard Inc
Sushi Itto Distribuidora de 0.8 0.8 - -
Alimentos SI S de RL de CV
Others 35.7 35.7 32.7 33.9
Total 100.0 100.0 100.0 100.0
Table 26 GBN Brand Shares in Chained Consumer Foodservice: Units/Outlets 2021
Brand Global Brand Owner outlets
OXXO Fomento Económico Mexicano SAB de CV 19,836.0

7-Eleven Seven & I Holdings Co Ltd 1,855.0
Circle K Alimentation Couche-Tard Inc 1,220.0
El Pollo Feliz El Pollo Feliz SA de CV 900.0
Domino's Pizza Domino's Pizza Inc 801.0
Subway Doctor's Associates Inc 780.0
Hawaiian Paradise Franquiciadora Hawaiian Paradise 753.0
SA de CV
Starbucks Starbucks Corp 745.0
Little Caesar's Pizza Ilitch Holdings Inc 687.0
Nutrisa Herdez SAB de CV, Grupo 470.0
KFC Yum! Brands Inc 461.0
Burger King Restaurant Brands International Inc 435.0

McDonald's McDonald's Corp 367.0
The Italian Coffee Company Italian Coffee SA de CV 360.0
Carl's Jr CKE Restaurants Holdings Inc 315.0
VIPs Alsea SAB de CV 266.0
Pizza Hut Yum! Brands Inc 263.0
Helados Santa Clara Santa Clara Productos Lacteos SA 257.0
de CV
Dairy Queen International Dairy Queen Inc 252.0
Krispy Kreme Krispy Kreme Doughnut Corp 242.0
Gorditas Doña Tota Fomento Económico Mexicano SAB de CV 215.0
Toks Gigante SA de CV, Grupo 192.0
El Globo Grupo Bimbo SAB de CV 192.0
Wings Army Operadora Wings Army SA de CV 192.0
Finca Santa Veracruz Finca Santa VeraCruz SA de CV 174.0
Helados Sultana Helados Sultana SA de CV 163.0
Cafe Punta del Cielo XKMEX SA de CV 160.0
Restaurante Sanborns Carso SA de CV, Grupo 156.0
Sushi Itto CMR SAB de CV 130.0
Chili's Grill & Bar Brinker International Inc 128.0
Others 11,050.0
Total 44,017.0
Table 27 Forecast Units, Transactions and Value Sales in Consumer Foodservice 2021-
2026
2021 2022 2023 2024 2025 2026
Units 915,218.0 964,008.0 1,002,51 1,027,50 1,049,67 1,070,38

1.0 2.0 1.0 6.0
Transactions (mn) 11,502.0 13,003.8 13,720.0 14,088.5 14,385.9 14,640.1
MXN million 859,200.0 978,993.3 1,046,13 1,087,20 1,112,47 1,134,63
9.6 7.9 9.5 3.4
trade sources
Table 28 Forecast Units, Transactions and Value Sales in Consumer Foodservice: %

Growth 2021-2026
% growth
2021/22 2021-26 CAGR 2021/26 Total
Units 5.3 3.2 17.0

Transactions 13.1 4.9 27.3
Constant value 13.9 5.7 32.1
trade sources
DISCLAIMER
Forecast closing date: 7 February 2022
Report closing date: 9 March 2022
Analysis and data in this report give full consideration to consumer behaviour and market
performance in 2021 and beyond as of the dates above. For the very latest insight on this
industry and consumer behaviour, at both global and national level, readers can access
strategic analysis and updates on www.euromonitor.com and via the Passport system, where
new content is being added on a systematic basis.
SOURCES
Sources used during the research included the following:
Summary 1 Research Sources

Official Sources INEGI
Secretaría de Turismo
SHCP
Trade Associations AMCCE - Asociación Mexicana de Cafés y

Cafeterías de Especialidad
Asociación Mexicana de Franquicias (AMF)
Asociacion Nacional De Tiendas De

Autoservicio & Departamentales (ANTAD)
CMR SAB de CV (Corporacion Mexicana de

Restaurantes)
Dicares
Food Trucks DF
Franquicias México
Trade Press Alto Nivel
America Retail
CNN
Dinero en Imagen
e-consulta
El Economista
El Financiero
El Informador
El Norte
El Universal
Enfasis Logistica
Entrepreneur Magazine
Expansión
Food & Travel
Forbes
Goula
Huffington Post
Líderes Mexicanos
Newsweek Español
Reforma
Reporte índigo
Restaurantes de México
Restaurantes Revista
Servi Alimentos
Soy Entrepreneur
The Happening
The Markethink
Company Sources 7-Eleven México, SA de CV
Administraciones Eugenia SA de CV
Alpen House
Alsea SAB de CV
Anderson's Grupo
Arcos Dorados Holdings Inc
Baskin-Robbins Inc
Buzz Café, The
Carl's Jr
CEC Entertainment Inc
Ciaos Pizza
Coffee House
Dairy Queen Inc
El Baron Rojo
El Puerto de Liverpool
El Tizoncito
FEMSA
Fonda Santa Clara
Franquicias & Restaurantes de los Angeles,

SA de CV
General Mills Inc (Häagen-Dazs)
Grupo Café Plaza
Grupo Carso
Grupo Dasi - Distribuidora de Alimentos Si
Grupo Gigante
Grupo Herdez
Hooters Mexico
Jarocho Café
Kentucky Fried Chicken Corp
Krispy Kreme Inc
La Cochinita
Las Alitas
Las Alitas - Alis Foods
Little Caesar Enterprises Inc
Little Farms
Mr Sushi
Nutrisa
Operadora Suiza Mexicana SA de CV
Orraca Restauranteros
Papa John's International Inc
Pizza del Rey
Pizza Patron Inc
Pollo Campero (Eat Out Group)
Restaurante La Mexicana
Restaurantes California SA de CV
Restaurantes de Servicio Rápido, SA de CV
Restaurantes Suntory
Spoleto
Sushi To Go
Sushi Zone
Telepizza Group SA
TGI Friday's Franchisor LLC
Yum! Brands Inc
Other Sources ABN AMRO Bank
Play Business
Source: Euromonitor International

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LIST OF CONTENTS AND TABLES

Table 17 Consumer Foodservice by Independent vs Chained by Type:

Performance of dominant bars/pubs continues to influence category

Brands strive to expand presence to build awareness

PROSPECTS AND OPPORTUNITIES

Overall outlook for cafés/bars is positive but channel is unlikely to return

Postponed expansion plans likely to resume later into forecast period

Ongoing demand for home delivery likely to encourage innovative in-

- Bars/Pubs 26,233 27,602 27,591 29,337 19,288 18,241

Table 2 Sales in Cafés/Bars by Category: Number of Transactions 2016-2021

- Bars/Pubs 910,617.2 961,461.2 981,218.0 1,039,18 660,303.0 789,488.6

- Chained Cafés/Bars 186,575.4 191,556.0 201,961.8 207,455.0 162,335.4 180,238.5

Table 3 Sales in Cafés/Bars by Category: Foodservice Value 2016-2021

- Bars/Pubs 66,669.0 70,577.2 74,135.6 79,230.7 51,445.6 56,687.1

Table 4 Cafés/Bars by Category: % Units/Outlets Growth 2016-2021

- Bars/Pubs -5.4 -7.0 -30.5

- Independent Cafés/Bars -4.9 -6.8 -29.6

Table 5 Sales in Cafés/Bars by Category: % Transaction Growth 2016-2021

- Bars/Pubs 19.6 -2.8 -13.3

Table 6 Sales in Cafés/Bars by Category: % Foodservice Value Growth 2016-2021

- Bars/Pubs 10.2 -3.2 -15.0

Table 7 GBO Company Shares in Chained Cafés/Bars: % Foodservice Value 2017-

Starbucks Corp 43.8 45.0 46.6 49.8 49.6

Table 8 GBN Brand Shares in Chained Cafés/Bars: % Foodservice Value 2018-2021

Starbucks Starbucks Corp 44.9 46.6 49.7 49.6

Table 9 Forecast Cafés/Bars by Category: Units/Outlets 2021-2026

- Bars/Pubs 18,241 21,074 25,193 27,651 29,445 30,329

Table 10 Forecast Sales in Cafés/Bars by Category: Number of Transactions 2021-2026

- Bars/Pubs 789,488.6 926,064.2 1,050,73 1,098,10 1,136,70 1,164,27

Table 11 Forecast Sales in Cafés/Bars by Category: Foodservice Value 2021-2026

- Bars/Pubs 56,687.1 65,482.6 72,026.3 75,802.8 78,100.2 80,727.6

- Chained Cafés/Bars 14,915.6 16,928.2 19,048.0 20,142.4 21,145.9 22,055.2

Table 12 Forecast Cafés/Bars by Category: % Units/Outlets Growth 2021-2026

- Bars/Pubs 15.5 10.7 66.3

Table 13 Forecast Sales in Cafés/Bars by Category: % Transaction Growth 2021-2026

- Bars/Pubs 17.3 8.1 47.5

Table 14 Forecast Sales in Cafés/Bars by Category: % Foodservice Value Growth 2021-

- Bars/Pubs 15.5 7.3 42.4

Consumer foodservice in 2021: The big picture

2021 key trends

Independent foodservice developments

What next for consumer foodservice?

2016 2017 2018 2019 2020 2021

Units 940,380.0 963,698.0 968,681.0 1,006,18 840,942.0 915,218.0

Table 16 Units, Transactions and Value Sales in Consumer Foodservice: % Growth

Units 8.8 -0.5 -2.7

Value constant prices 8.7 -4.0 -18.6

Table 17 Consumer Foodservice by Independent vs Chained by Type: Units/Outlets 2021

Cafés/Bars 19,193 2,352 21,545

Table 18 Consumer Foodservice by Independent vs Chained: % Foodservice Value

Chained Foodservice 15.1 15.4 16.2 16.3 18.4 17.9

Table 19 Sales in Consumer Foodservice by Eat-In vs Delivery and To-Go: %

Drive-Through 0.0 0.1 0.2 0.2 1.0 1.7

Table 20 Sales in Consumer Foodservice by Food vs Drink Split: % Foodservice Value

Drink 29.4 29.2 29.4 29.7 26.3 28.0

Table 21 Sales in Consumer Foodservice by Food vs Drink Split by Type: % Foodservice

Cafés/Bars 38.0 62.0 100.0

Table 22 Sales in Consumer Foodservice by Online/Offline Ordering: % Foodservice

Offline 99.1 98.5 98.0 97.3 88.5 93.3

Table 23 Sales in Consumer Foodservice by Location: % Foodservice Value 2016-2021

Leisure 2.1 2.1 2.1 2.1 1.1 1.8

Table 24 GBO Company Shares in Chained Consumer Foodservice: % Foodservice