DOCSLIB.ORG

COMPETITION POLICY in the MEXICAN GROCERY RETAIL INDUSTRY 2019 Competition Policy in the Mexican Grocery Retail Industry 2019

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
COMPETITION POLICY in the MEXICAN GROCERY RETAIL INDUSTRY 2019 Competition Policy in the Mexican Grocery Retail Industry 2019 Ministry of Economy of Mexico-OECD Co-operation to Strengthen Competitiveness in Mexico COMPETITION POLICY IN THE MEXICAN GROCERY RETAIL INDUSTRY 2019 INDUSTRY RETAIL COMPETITION POLICY IN THE MEXICAN GROCERY Competition Policy in the Mexican Grocery Retail Industry 2019 COMPETITION POLICY IN THE MEXICAN GROCERY RETAIL INDUSTRY 2019 2 │ Please cite this publication as: OECD (2019), Competition Policy in the Mexican Grocery Retail Industry www.oecd.org/daf/competition/competition-policy-in-the-mexican-grocery-retail-industry.htm This work is published under the responsibility of the Secretary-General of the OECD. The opinions expressed and arguments employed herein do not necessarily reflect the official views of the OECD or of the governments of its member countries or those of the European Union. This document and any map included herein are without prejudice to the status or sovereignty over any territory, to the delimitation of international frontiers and boundaries and to the name of any territory, city, or area The OECD has two official languages: English and French. The English version of this report is the only official one. © OECD 2019 COMPETITION POLICY IN THE MEXICAN GROCERY RETAIL INDUSTRY © OECD 2019 ACKNOWLEDGEMENTS 3 │ Acknowledgments This report was prepared by Niccolò Comini, Competition Expert at the OECD and benefitted from the comments of Michael Saller, Senior Economist at the OECD. The OECD Secretariat thanks the Ministry of Economy for its input, review and fruitful co-operation, in particular Ernesto Acevedo Fernández, Under-Minister of Industry and Commerce; Jorge Arreola Cavazos, Head of the Unit of Competitiveness; Aurelio Limón Cruz, Area Director in the Unit of Competition and Public Policies for Market Efficiency, Elías Mizrahi Alvo, Area Director in the Unit of Competition and Public Policies for Market Efficiency and Ana Lilia Martínez Valdés, Area Director in the Unit of Competition and Public Policies for Market Efficiency. Furthermore, the OECD recognises the contributions of José Eduardo Mendoza Contreras, Gustavo Rodrigo Pérez Valdespín and David López Victoriano. The OECD acknowledges the valuable review, the quality of comments and the richness of information provided by Alejandra Palacios Prieto, President Commissioner of the COFECE, Raúl Picard del Prado, of the Confederación de Cámaras Industriales (CONCAMIN), Lorena Cerdán Torres of the Consejo Mexicano de la Industria de Productos de Consumo (CONMEXICO), Mauricio García Perera of the Consejo Nacional Agropecuario (CNA), Alejandro Malagón Barragán of the Cámara Nacional de la Industria de las Conservas Alimenticias (CANAINCA), Manuel Cardona Zapata of the Asociación Nacional de Tiendas de Autoservicio y Departamentales (ANTAD), Leonardo Álvarez Córdova, General Director of Innovation, Services and Internal Commerce at the Ministry of Economy and Carlos César Reza González, Area Director at the Ministry of Economy. COMPETITION POLICY IN THE MEXICAN GROCERY RETAIL INDUSTRY © OECD 2019 1. INTRODUCTION 5 │ Table of contents Acknowledgments .................................................................................................................................. 3 Chapter 1. Introduction ........................................................................................................................ 7 Chapter 2. The grocery retail market .................................................................................................. 9 2.1. The composition of the grocery retail market ............................................................................. 11 2.2. Definition of the relevant markets .............................................................................................. 16 2.3. Concentration and buyer power in the industry .......................................................................... 17 Chapter 3. Competition authorities’ activity in the grocery retail industry .................................. 23 3.1. Merger ......................................................................................................................................... 23 3.2. Horizontal and Vertical Agreements........................................................................................... 26 3.3. Abuse of dominance ................................................................................................................... 27 Chapter 4. How regulation can affect the grocery retail industry .................................................. 35 4.1. Codes of conduct ........................................................................................................................ 35 4.2. Other regulations ......................................................................................................................... 39 Chapter 5. Conclusions ....................................................................................................................... 47 Bibliography......................................................................................................................................... 49 Tables Table 2.1. Regional Share of Trade (%) ................................................................................................ 11 Table 2.2. Share of Trade (%) ............................................................................................................... 12 Table 2.3. Total Revenue (MXN millions) ........................................................................................... 12 Table 2.4. Income’s shares spent on food by channels ......................................................................... 15 Table 2.5. Market share (in edible grocery sales) of the top 10 retailers in the European Union (2000 - 2011) ................................................................................................................................. 18 Table 2.6. Market Shares of the top five largest US food retailers (1992, 2001, 2009) ........................ 18 Table 2.7. Grocery Retail Industry Concentration in Latin America (2015) ......................................... 19 Table 4.1. Business cases discussed in the agreement framework ....................................................... 39 COMPETITION POLICY IN THE MEXICAN GROCERY RETAIL INDUSTRY © OECD 2019 6 │ Figures Figure 2.1. Percent of consumer expenditures spent on food .................................................................. 9 Figure 2.2. Food Inflation (%) ............................................................................................................... 10 Figure 2.3. Non-Food Inflation (%) ...................................................................................................... 10 Figure 2.4. Supermarkets by state ......................................................................................................... 13 Figure 2.5. Number of stores ................................................................................................................. 13 Figure 2.6. Sales floor ........................................................................................................................... 14 Figure 2.7. Share of food expenditure by income class and shop category in Mexico (2013) .............. 14 Figure 2.8. Economic units by retail channel ........................................................................................ 15 Figure 4.1. OECD Retail Trade Indicator ............................................................................................. 42 Figure 4.2. Licences or permits needed to engage in commercial activity ............................................ 42 Figure 4.3. Specific regulation of large outlet ....................................................................................... 43 Figure 4.4. Protection of existing firms ................................................................................................. 43 Figure 4.5. Price controls....................................................................................................................... 44 Boxes Box 3.1. Investigation on joint purchasing agreements in the French food retail market ..................... 27 Box 3.2. The Mexican framework ......................................................................................................... 29 Box 4.1. The Asda Case Study in the United Kingdom ........................................................................ 36 Box 4.2. The Permanent Executive Committee (CEP) ......................................................................... 38 Box 4.3. The Spanish case on planning, zoning and license restrictions .............................................. 41 Box 4.4. Misleading and deceptive price promotions in United Kingdom ........................................... 45 COMPETITION POLICY IN THE MEXICAN GROCERY RETAIL INDUSTRY © OECD 2019 1. INTRODUCTION 7 │ Chapter 1. Introduction The grocery retail industry plays a key role from a consumer welfare perspective, considering that – in developed economies – it is the main channel through which households buy food, beverages and other basic products. This industry is populated by a wide set of actors such as farmers, manufacturers, processors and retailers. In the last 15 years, competition assessment of the grocery retail market has become a popular topic amongst competition authorities. Several antitrust agencies worldwide have conducted comprehensive market investigations into the groceries
Load more

Recommended publications
  • Mexican Supermarkets & Grocery Stores Industry Report
    Mexican Supermarkets & Grocery Stores Industry Report July 2018 Food Retail Report Mexico 2018Washington, D.C. Mexico City Monterrey Overview of the Mexican Food Retail Industry • The Mexican food retail industry consists in the distribution and sale of products to third parties; it also generates income from developing and leasing the real estate where its stores are located • Stores are ranked according to size (e.g. megamarkets, hypermarkets, supermarkets, clubs, warehouses, and other) • According to ANTAD (National Association of Food Retail and Department Stores by its Spanish acronym), there are 34 supermarket chains with 5,567 stores and 15 million sq. mts. of sales floor in Mexico • Estimates industry size (as of 2017) of MXN$872 billion • Industry is expected to grow 8% during 2018 with an expected investment of US$3.1 billion • ANTAD members approximately invested US$2.6 billion and created 418,187 jobs in 2017 • 7 states account for 50% of supermarket stores: Estado de Mexico, Nuevo Leon, Mexico City, Jalisco, Baja California, Sonora and Sinaloa • Key players in the industry include, Wal-Mart de Mexico, Soriana, Chedraui and La Comer. Other regional competitors include, Casa Ley, Merza, Calimax, Alsuper, HEB and others • Wal-Mart de México has 5.8 million of m² of sales floor, Soriana 4.3 m², Chedraui 1.2 m² and La Cómer 0.2 m² • Wal-Mart de México has a sales CAGR (2013-2017) of 8.73%, Soriana 9.98% and Chedraui 9.26% • Wal-Mart de México has a stores growth CAGR (2013-2017) of 3.30%, Soriana 5.75% and Chedraui 5.82% Number
    [Show full text]
  • 1 Αποφαση Αριθ. 582/Vii/2013* Η Επιτροπη Ανταγωνισμου Σε
    ΠΡΟΣ ΔΗΜΟΣΙΕΥΣΗ ΣΤΗΝ ΕΦΗΜΕΡΙΔΑ ΤΗΣ ΚΥΒΕΡΝΗΣΕΩΣ ΑΠΟΦΑΣΗ ΑΡΙΘ. 582/VII/2013 Η ΕΠΙΤΡΟΠΗ ΑΝΤΑΓΩΝΙΣΜΟΥ ΣΕ ΤΜΗΜΑ Συνεδρίασε στην Αίθουσα Συνεδριάσεων του 1ου ορόφου του κτηρίου των γραφείων της, επί της οδού Κότσικα 1Α, Αθήνα, την 27η Νοεμβρίου 2013, ημέρα Τετάρτη και ώρα 10:30, με την εξής σύνθεση: Προεδρεύων: Δημήτριος Λουκάς (Αντιπρόεδρος) Μέλη: Βικτωρία Μερτικοπούλου (Εισηγήτρια) Δημήτριος Δανηλάτος Χρυσοβαλάντου – Βασιλική Μήλλιου, λόγω κωλύματος του τακτικού μέλους Ιωάννη Αυγερινού Γραμματέας: Ευαγγελία Ρουμπή Θέμα της συνεδρίασης: Λήψη απόφασης επί της προηγούμενης γνωστοποίησης, σύμφωνα με το άρθρο 6 παρ. 1 του ν. 3959/2011, της συγκέντρωσης των εταιριών Ι. & Σ. ΣΚΛΑΒΕΝΙΤΗΣ ΑΝΩΝΥΜΗ ΕΜΠΟΡΙΚΗ ΕΤΑΙΡΙΑ και EXTRA – ΠΡΩΤΑ ΚΑΙ ΦΘΗΝΑ ΑΝΩΝΥΜΗ ΕΜΠΟΡΙΚΗ ΕΤΑΙΡΙΑ ΤΡΟΦΙΜΩΝ με τη σύναψη από την πρώτη ως μισθώτρια εννέα συμβάσεων μίσθωσης επί ακινήτων στα οποία λειτουργεί καταστήματα η δεύτερη, την απόκτηση από την πρώτη στοιχείων του ενεργητικού της δεύτερης και την καταβολή αποζημίωσης για τη δημιουργηθείσα από τη δεύτερη άυλη εμπορική αξία Στην αρχή της συζήτησης, ο Προεδρεύων έδωσε το λόγο στην αρμόδια Εισηγήτρια, Βικτωρία Μερτικοπούλου, η οποία ανέπτυξε συνοπτικά την υπ΄ αριθ. πρωτ. οικ. 9316/26.11.2013 Έκθεσή της και πρότεινε για τους λόγους που αναφέρονται αναλυτικά σ΄ αυτή, την έγκριση της από 18.10.2013 (υπ’ αριθ. πρωτ. 8159) γνωστοποιηθείσας συγκέντρωσης που προκύπτει από τη σύναψη από την εταιρία Ι. & Σ. ΣΚΛΑΒΕΝΙΤΗΣ ΑΝΩΝΥΜΗ ΕΜΠΟΡΙΚΗ ΕΤΑΙΡΕΙΑ, υπό την ιδιότητα της μισθώτριας, εννέα συμβάσεων μίσθωσης επί ακινήτων στα οποία λειτουργεί καταστήματα η εταιρία EXTRA – ΠΡΩΤΑ ΚΑΙ ΦΘΗΝΑ ΑΝΩΝΥΜΗ ΕΜΠΟΡΙΚΗ ΕΤΑΙΡΙΑ ΤΡΟΦΙΜΩΝ, από την απόκτηση από την πρώτη στοιχείων του ενεργητικού της δεύτερης και από την καταβολή από την πρώτη αποζημίωσης για τη δημιουργηθείσα από τη δεύτερη άυλη εμπορική αξία, σύμφωνα με τα προβλεπόμενα στο άρθρο 8 παρ.
    [Show full text]
  • The Endgame in European Grocery
    THE ENDGAME IN EUROPEAN GROCERY EXPECT HALF AS MANY LARGE GROCERS IN EUROPE BY 2025 THE ENDGAME IN EUROPEAN GROCERY EXPECT HALF AS MANY LARGE GROCERS IN EUROPE BY 2025 Against a weak economic backdrop, old growth models based on store expansion, national consolidation, and diversification are no longer delivering the like-for-likes board members and investors want to see. As well as a saturated marketplace, there is increasing competition from discounters and newer online retailers like AmazonFresh. In response, we believe that the European grocery market will begin consolidating internationally so that, by 2025, the total number of large grocers in Europe will have halved. Weak demand, a decline of traditional growth engines, and the aggressive growth of specialist competitors such as discounters (Exhibit 1) will continue to drive the next ten years’ of change in European grocery. As the pressure mounts, expect to see more headlines about price wars, stock value erosion, races to form buying alliances, and even the occasional market exit. With this in mind, we think there are four questions grocers should be considering today to ensure a successful future, listed below and explained in more detail in the rest of the article: How can we deliver a step change in our approach to cost? 1 Cost leadership is becoming a necessity. How can asset productivity be increased? 2 Only business models with high levels of asset productivity will survive. What are our options to grow internationally? 3 Scale matters – and international growth is one of the few ways to drive scale. What more could we be doing to hold on to and build 4 customer relationships? With new competitors on the scene, increasing the ‘stickiness’ of customers is crucial.
    [Show full text]
  • Fuel Forecourt Retail Market
    Fuel Forecourt Retail Market Grow non-fuel Are you set to be the mobility offerings — both products and Capitalise on the value-added mobility mega services trends (EVs, AVs and MaaS)1 retailer of tomorrow? Continue to focus on fossil Innovative Our report on Fuel Forecourt Retail Market focusses In light of this, w e have imagined how forecourts w ill fuel in short run, concepts and on the future of forecourt retailing. In the follow ing look like in the future. We believe that the in-city but start to pivot strategic Continuously pages w e delve into how the trends today are petrol stations w hich have a location advantage, w ill tow ards partnerships contemporary evolve shaping forecourt retailing now and tomorrow . We become suited for convenience retailing; urban fuel business start by looking at the current state of the Global forecourts w ould become prominent transport Relentless focus on models Forecourt Retail Market, both in terms of geographic exchanges; and highw ay sites w ill cater to long customer size and the top players dominating this space. distance travellers. How ever the level and speed of Explore Enhance experience Innovation new such transformation w ill vary by economy, as operational Next, w e explore the trends that are re-shaping the for income evolutionary trends in fuel retailing observed in industry; these are centred around the increase in efficiency tomorrow streams developed markets are yet to fully shape-up in importance of the Retail proposition, Adjacent developing ones. Services and Mobility. As you go along, you w ill find examples of how leading organisations are investing Further, as the pace of disruption accelerates, fuel their time and resources, in technology and and forecourt retailers need to reimagine innovative concepts to become more future-ready.
    [Show full text]
  • Grupo Comercial Chedraui, S.A.B. De C.V
    GRUPO COMERCIAL CHEDRAUI, S.A.B. DE C.V. Av. Constituyentes No. 1150, Lomas Altas Delegación Miguel Hidalgo C.P. 11950 México, D. F. www.chedraui.com.mx Características de las acciones representativas del capital social de GRUPO COMERCIAL CHEDRAUI, S.A.B. DE C.V. Nominativas Sin valor nominal Íntegramente suscritas y pagadas Serie B Clase I Capital mínimo fijo sin derecho a retiro. Clave de Cotización en la Bolsa Mexicana de Valores, S.A.B. de C.V.: CHDRAUI Los valores emitidos por Grupo Comercial Chedraui, S.A.B. de C.V. se encuentran inscritos en el Registro Nacional de Valores y se cotizan en la Bolsa Mexicana de Valores, S.A.B. de C.V. La inscripción en el Registro Nacional de Valores no implica certificación sobre la bondad de los valores, la solvencia de la emisora o la exactitud o veracidad de la información contenida en el reporte anual, ni convalida los actos que, en su caso, se hubieren realizado en contravención de las leyes. Reporte anual que se presenta de acuerdo con las disposiciones de carácter general aplicables a las Emisoras de valores y a otros participantes del mercado, por el año terminado el 31 de diciembre de 2015. México, D.F. a 30 de abril de 2016 ÍNDICE 1. INFORMACIÓN GENERAL ........................................................................................... 4 a) Glosario de Términos y Definiciones ......................................................................... 4 b) Resumen Ejecutivo ................................................................................................. 6 c) Factores
    [Show full text]
  • Retirement Strategy Fund 2060 Description Plan 3S DCP & JRA
    Retirement Strategy Fund 2060 June 30, 2020 Note: Numbers may not always add up due to rounding. % Invested For Each Plan Description Plan 3s DCP & JRA ACTIVIA PROPERTIES INC REIT 0.0137% 0.0137% AEON REIT INVESTMENT CORP REIT 0.0195% 0.0195% ALEXANDER + BALDWIN INC REIT 0.0118% 0.0118% ALEXANDRIA REAL ESTATE EQUIT REIT USD.01 0.0585% 0.0585% ALLIANCEBERNSTEIN GOVT STIF SSC FUND 64BA AGIS 587 0.0329% 0.0329% ALLIED PROPERTIES REAL ESTAT REIT 0.0219% 0.0219% AMERICAN CAMPUS COMMUNITIES REIT USD.01 0.0277% 0.0277% AMERICAN HOMES 4 RENT A REIT USD.01 0.0396% 0.0396% AMERICOLD REALTY TRUST REIT USD.01 0.0427% 0.0427% ARMADA HOFFLER PROPERTIES IN REIT USD.01 0.0124% 0.0124% AROUNDTOWN SA COMMON STOCK EUR.01 0.0248% 0.0248% ASSURA PLC REIT GBP.1 0.0319% 0.0319% AUSTRALIAN DOLLAR 0.0061% 0.0061% AZRIELI GROUP LTD COMMON STOCK ILS.1 0.0101% 0.0101% BLUEROCK RESIDENTIAL GROWTH REIT USD.01 0.0102% 0.0102% BOSTON PROPERTIES INC REIT USD.01 0.0580% 0.0580% BRAZILIAN REAL 0.0000% 0.0000% BRIXMOR PROPERTY GROUP INC REIT USD.01 0.0418% 0.0418% CA IMMOBILIEN ANLAGEN AG COMMON STOCK 0.0191% 0.0191% CAMDEN PROPERTY TRUST REIT USD.01 0.0394% 0.0394% CANADIAN DOLLAR 0.0005% 0.0005% CAPITALAND COMMERCIAL TRUST REIT 0.0228% 0.0228% CIFI HOLDINGS GROUP CO LTD COMMON STOCK HKD.1 0.0105% 0.0105% CITY DEVELOPMENTS LTD COMMON STOCK 0.0129% 0.0129% CK ASSET HOLDINGS LTD COMMON STOCK HKD1.0 0.0378% 0.0378% COMFORIA RESIDENTIAL REIT IN REIT 0.0328% 0.0328% COUSINS PROPERTIES INC REIT USD1.0 0.0403% 0.0403% CUBESMART REIT USD.01 0.0359% 0.0359% DAIWA OFFICE INVESTMENT
    [Show full text]
  • Out of Sight: Modern Slavery in Pacific Supply Chains of Canned Tuna
    Out of Sight: Modern Slavery in Pacific Supply Chains of Canned Tuna A SURVEY & ANALYSIS OF COMPANY ACTION 02 Out of Sight: Modern Slavery in Pacific Supply Chains of Canned Tuna Table of Contents 03 Executive Summary 07 Company Evaluation 08 Company Survey 09 Context: Pacific Tuna Industry ▌ Fishing in the Pacific ▌ Drivers of Abuse ▌ Fishing Industry Practices ▌ Workforce Characteristics ▌ Legal Standards in the Fishing Industry ▌ Multi-Stakeholder Initiatives 15 Survey Findings ▌ Policies & Public Human Rights Commitments ▌ Due Diligence & Supply Chain Awareness ▌ Practical Actions to Address Modern Slavery in Supply Chains ▌ Remediation, Grievance Mechanisms & Reported Complaints ▌ Overcoming Obstacles ▌ External Stakeholder Engagement 23 Conclusion 25 Appendix: Company Responses & Non-Responses Out of Sight: Modern Slavery in Pacific Supply Chains of Canned Tuna 03 Executive Summary The Pacific is home to the world’s largest tuna fisheries, providing almost 60% of the world’s tuna catch, worth US$22 billion (out of US$42 billion globally) in 2016, and demand is growing. Yet reports of severe human rights abuses, including forced labour, slavery, human trafficking and child labour, are rife. Modern slavery is endemic in this industry, where the tuna supply chain is remote, complex and opaque. Few stories leak out about conditions but, when they do, they are often horrendous: with migrant workers bought and sold as unpaid slaves, and tossed overboard if they complain or get injured. In this context of abuse, the buyers – canned tuna companies and supermarkets – have an obligation to ensure their supply chains are not infested with slavery. Increasingly, they also have legal obligations under UK and Australian modern slavery laws.
    [Show full text]
  • The Development of British Competition Law: a Complete Overhaul and Harmonization
    A Service of Leibniz-Informationszentrum econstor Wirtschaft Leibniz Information Centre Make Your Publications Visible. zbw for Economics Lever, Jeremy Working Paper The development of British competition law: a complete overhaul and harmonization WZB Discussion Paper, No. FS IV 99-4 Provided in Cooperation with: WZB Berlin Social Science Center Suggested Citation: Lever, Jeremy (1999) : The development of British competition law: a complete overhaul and harmonization, WZB Discussion Paper, No. FS IV 99-4, Wissenschaftszentrum Berlin für Sozialforschung (WZB), Berlin This Version is available at: http://hdl.handle.net/10419/51159 Standard-Nutzungsbedingungen: Terms of use: Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Documents in EconStor may be saved and copied for your Zwecken und zum Privatgebrauch gespeichert und kopiert werden. personal and scholarly purposes. Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle You are not to copy documents for public or commercial Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich purposes, to exhibit the documents publicly, to make them machen, vertreiben oder anderweitig nutzen. publicly available on the internet, or to distribute or otherwise use the documents in public. Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, If the documents have been made available under an Open gelten abweichend von diesen Nutzungsbedingungen die in der dort Content Licence (especially Creative Commons Licences), you genannten Lizenz gewährten Nutzungsrechte. may exercise further usage rights as specified in the indicated licence. www.econstor.eu discussion papers FS IV 99 - 4 The Development of British Competition Law: A Complete Overhaul and Harmonization Jeremy Lever March 1999 ISSN Nr.
    [Show full text]
  • US-Mexico Trade Relationship
    1 U.S. – Mexico Trade Relationship 2 Mexico is a growing economy Mexico has built a solid framework for macroeconomic stability in the past two decades Total Exports $374 billion $1.2 trillion economy $776 billion in total trade $457 billion in FDI attracted since 1999 125 million consumer market/ 60% middle class GDP 1.4% 2.3% 2.6% 2.3% 2013 2014 2015 2016 The 15th largest world economy 10th largest world exporter and 1st in Latin America 9th largest world importer 5th leading recipient of FDI Total Imports among emerging economies $387 billion Source: INEGI, SE-DGIE (Sep. 2016), WTO, UNCTAD, Brookings Institution, SHCP. 3 Recognizing the importance of NAFTA Trilateral trade has more than tripled, reaching nearly $1 trillion in 2016. Trilateral Trade between the NAFTA Partners 1,122 1200 1,075 1,059 1,033 1,010 997 942 1000 893 846 880 NAFTA 772 800 699 661 699 615 626 568 602 600 476 506 419 376 338 400 289 200 0 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 Mexico-Canada Trade U.S.-Canada Trade Mexico-U.S. Trade Source: SE with import data from Statistics Canada, Banxico, and USDOC, and World Bank. 4 Since NAFTA, U.S.-Mexico trade has multiplied by six a million dollar a minute business Mexico is the U.S.’ third-largest trading partner $1.5 billion dollars in products are bilaterally traded each day U.S.-Mexico Trade 506 534 531 494 525 500 461 392 400 NAFTA 367 348 332 278 280 294 296 294 290 305 263 300 267 247 235 230 233 231 216 197 198 211 173 177 Billion 200 157 170 131 136 156 $ 131 134 138 108 82 101 110 226 86 95 240 236 231 100 198 217 74 163 50 62 134 137 152 129 40 111 102 111 120 71 79 87 97 97 42 51 46 57 0 199319941995199619971998199920002001200220032004200520062007200820092010201120122013201420152016 US Exports to Mexico US Imports from Mexico Source: USDOC.
    [Show full text]
  • Updated Retail Foods Mexico
    THIS REPORT CONTAINS ASSESSMENTS OF COMMODITY AND TRADE ISSUES MADE BY USDA STAFF AND NOT NECESSARILY STATEMENTS OF OFFICIAL U.S. GOVERNMENT POLICY Required Report - public distribution Date: 12/28/2010 GAIN Report Number: MX0321 Mexico Retail Foods Mexico Retail Sector Report 2010 - Updated Approved By: Erik W. Hansen Prepared By: Fabiola McClellan Report Highlights: The retail sector has undergone a transformation over the past 15 years, beginning with Wal‐Mart entering the market in association with Aurrera (Grupo Cifra) in 1997. Through its entrance into the Mexican supermarket sector, Wal‐Mart has redefined the local retail industry, forcing major changes and creating a more modern, dynamic retail segment. High‐quality transportation methods are available in Mexico from the U.S. border, throughout the country, and all the way to the Guatemalan border and beyond. While there is still a need to improve the handling of refrigerated and frozen products, more sophisticated practices in cold chain distribution are ensuring that American perishables reach their destinations with little loss along the way. Mexico’s expanding retail sector is opening new opportunities for U.S. products in the local market. Post: Mexico ATO Executive Summary: 2009 was a historically poor year for the Mexican economy. The Mexican retail sector also suffered and experienced dips in sales, income and spending. For 2010, Mexico’s GDP is projected to grow by 5.1% helping the economy recover. This increase reflects consumer confidence and spending will surpass not only 2009 levels, but also the historically high levels recorded in 2008. Additionally, foreign direct investment for 2010 will surpassed that of 2008, bringing in much needed capital into Mexico.
    [Show full text]
  • Retail Food Sector Retail Foods France
    THIS REPORT CONTAINS ASSESSMENTS OF COMMODITY AND TRADE ISSUES MADE BY USDA STAFF AND NOT NECESSARILY STATEMENTS OF OFFICIAL U.S. GOVERNMENT POLICY Required Report - public distribution Date: 9/13/2012 GAIN Report Number: FR9608 France Retail Foods Retail Food Sector Approved By: Lashonda McLeod Agricultural Attaché Prepared By: Laurent J. Journo Ag Marketing Specialist Report Highlights: In 2011, consumers spent approximately 13 percent of their budget on food and beverage purchases. Approximately 70 percent of household food purchases were made in hyper/supermarkets, and hard discounters. As a result of the economic situation in France, consumers are now paying more attention to prices. This situation is likely to continue in 2012 and 2013. Post: Paris Author Defined: Average exchange rate used in this report, unless otherwise specified: Calendar Year 2009: US Dollar 1 = 0.72 Euros Calendar Year 2010: US Dollar 1 = 0.75 Euros Calendar Year 2011: US Dollar 1 = 0.72 Euros (Source: The Federal Bank of New York and/or the International Monetary Fund) SECTION I. MARKET SUMMARY France’s retail distribution network is diverse and sophisticated. The food retail sector is generally comprised of six types of establishments: hypermarkets, supermarkets, hard discounters, convenience, gourmet centers in department stores, and traditional outlets. (See definition Section C of this report). In 2011, sales within the first five categories represented 75 percent of the country’s retail food market, and traditional outlets, which include neighborhood and specialized food stores, represented 25 percent of the market. In 2011, the overall retail food sales in France were valued at $323.6 billion, a 3 percent increase over 2010, due to price increases.
    [Show full text]
  • Retail Change: a Consideration of the UK Food Retail Industry, 1950-2010. Phd Thesis, Middlesex University
    Middlesex University Research Repository An open access repository of Middlesex University research http://eprints.mdx.ac.uk Clough, Roger (2002) Retail change: a consideration of the UK food retail industry, 1950-2010. PhD thesis, Middlesex University. [Thesis] This version is available at: https://eprints.mdx.ac.uk/8105/ Copyright: Middlesex University Research Repository makes the University’s research available electronically. Copyright and moral rights to this work are retained by the author and/or other copyright owners unless otherwise stated. The work is supplied on the understanding that any use for commercial gain is strictly forbidden. A copy may be downloaded for personal, non-commercial, research or study without prior permission and without charge. Works, including theses and research projects, may not be reproduced in any format or medium, or extensive quotations taken from them, or their content changed in any way, without first obtaining permission in writing from the copyright holder(s). They may not be sold or exploited commercially in any format or medium without the prior written permission of the copyright holder(s). Full bibliographic details must be given when referring to, or quoting from full items including the author’s name, the title of the work, publication details where relevant (place, publisher, date), pag- ination, and for theses or dissertations the awarding institution, the degree type awarded, and the date of the award. If you believe that any material held in the repository infringes copyright law, please contact the Repository Team at Middlesex University via the following email address: [email protected] The item will be removed from the repository while any claim is being investigated.
    [Show full text]