On-trade intelligence,
published weekly

Restaurants, cities and venue presence: Fyre’s data helps identify areas to explore and distinguish an established category from an offer that is still barely visible in sales.

On a cocktail menu, a name can identify both a recipe and a brand. The Aperol Spritz is a particularly clear example: when a customer orders it by that name, the brand is already part of the request. In FYRE’s The Aperitivo Hour report, Aperol Spritz ranks first by revenue among cocktails identified by name in Germany, the Netherlands and the United Kingdom. For spirits and liqueur brands, this finding raises a question that goes beyond the Spritz: how can a cocktail recipe b

A long-standing beer that regulars always ask for. A new addition recommended by a supplier. A local brew you enjoy introducing to customers. Over time, a beer menu grows one addition at a time, without always leaving room to step back and look at the whole range. For a bar or restaurant, every beer represents a commitment: stock, fridge space, sometimes a draught line, and a product the team needs to know. How do you decide which beers to keep, which to give more visibility

Espresso still dominates, while Iced Coffee shows strong growth: Fyre sell-out data reveals the latest shifts in France’s out-of-home Coffee market.

Lagers gaining share, non-alcoholic beer growing and clear price differences across sub-categories: Fyre sell-out data highlights the latest Beer & Cider shifts in France.

Flavours, no-alcohol and pricing: POS data reveals a transformation that runs deeper than the rise of the Spritz Saying that the Spritz is gaining ground tells only part of the story. When cocktails are grouped by product family and flavour profile, a deeper transformation emerges: bitter, orange-led flavours are becoming more prominent, no-alcohol cocktails are now measurable everywhere, and the category retains a strong ability to generate value. For beverage brands, these

France, Germany, the United Kingdom and the Netherlands: cocktails are gaining ground across Europe, but not in the same way The cocktails Europe market is gaining momentum across all four countries analysed by Fyre. In H1 2026, cocktails accounted for 16.4% of alcoholic-beverage revenue in France, compared with 10.9% in Germany, 7.0% in the Netherlands and 6.4% in the United Kingdom. More importantly, cocktails gained share in all four markets analysed — and declined in none

Long considered a niche alternative, alcohol-free beer is gradually changing status. Across several European markets, it is gaining ground in on-trade venues and becoming part of consumption occasions that go far beyond Dry January alone. Sell-out data from POS systems analysed by Fyre in its Alcohol-Free Beer Report 2026 highlights a category that still varies significantly from one country to another, but whose direction is clear: alcohol-free beer is gradually becoming par

At first glance, the answer seems obvious. Matches watched by millions of people, fans getting together with friends, packed terraces and busy bars… The World Cup looks like the perfect event to drive footfall and sales for restaurants and bars. And indeed, some matches did generate clear peaks in consumption and activity. But when you look more closely at the data, the reality is much more nuanced. Not every match had the same impact. Not every outlet benefited in the same w

In the on-trade market, brands often have to choose between two activation strategies. On the one hand, national campaigns provide consistency, consolidate resources and establish a shared message across the market. On the other hand, local activations make it possible to adapt more precisely to the realities of individual outlets, consumption areas and local market dynamics. This choice is never straightforward. A national activation can generate significant visibility but m

For brands operating in the out-of-home market, measuring actual consumption remains one of the most important strategic challenges. Delivered volumes, distributor orders and field feedback provide an initial view of the market, but they do not always reveal what is actually being sold in outlets to end consumers. Yet this is where a large part of performance is determined. A product may be available in the channel without generating the expected sales rotation. An activation

In foodservice, brands often make decisions based on a partial view of the market. Data is available, field feedback is plentiful, distributors provide their own indicators, and marketing teams already monitor several sources to understand performance. Yet, despite this accumulation of information, some questions remain difficult to answer accurately. Where is the brand genuinely gaining ground? Which segments are driving growth? Which outlets are underperforming despite clea

Market research has long been an essential tool for understanding the out-of-home market. It helps brands build an initial view of the market, identify consumption trends, gather feedback from industry professionals and consumers, and create a solid analytical foundation to guide their decisions. In an industry as complex as foodservice, this approach remains valuable. It provides perspective, methodology and the ability to place market developments into context. However, it

In the out-of-home market, commercial and marketing decisions have long been based largely on an upstream view of the market. Brands monitored delivered volumes, distributor orders, regional performance and field feedback to understand their momentum across the channel. This information remains essential, as it helps manage distribution, commercial flows and relationships with partners. However, it does not always answer the most important question: what is actually happening

Over the last 26 full weeks, cafés, bars and nightclubs in the FYRE France panel generated 41.8% of their revenue in just two days: Friday and Saturday. This concentration highlights the importance of choosing the right timing to manage sales, inventory and commercial activations. In the out-of-home consumption sector, not every day of the week carries the same weight. Footfall, consumption occasions and going-out habits directly influence venue activity. But to what extent?

Do rising temperatures automatically boost beverage sales in cafés, hotels and restaurants? Sell-out data observed during the June 2026 heatwave tells a much more nuanced story. Between 22 and 28 June 2026, France experienced a particularly intense heatwave, with temperatures peaking on 24 and 25 June. To measure its actual impact on out-of-home consumption, Fyre compared sales during this period with those recorded during a reference week in the same month, from 8 to 14 June

Foodservice holds a strategic position for brands. It is a market where trends emerge, where products are discovered across a wide range of consumption contexts, and where experience plays a decisive role in shaping brand perception. Yet despite its importance, it remains one of the hardest markets to analyze accurately. This difficulty does not stem from a lack of interest in data. Brands know that foodservice is an essential lever for understanding consumption behaviours, m

For a long time, brands have managed the on-trade using aggregated indicators. They monitored performance by country, region, channel, or category, with a broad enough view to track major trends, but often too distant to understand what was really happening inside outlets. This approach was useful for a long time, as it helped structure the analysis of a complex market. But today, it is showing its limits. In an environment where consumption behaviours are changing fast, budg

In the on-trade sector, many marketing actions are still analyzed after the fact. An activation is launched, field teams are mobilized, materials are deployed, initial feedback comes in, and then the key question arises: did it actually work? The question is not only whether the operation was properly executed. It is mainly about its real impact: did it generate more sales, in which outlets, on which products, at what moments, and how effectively compared with the objectives

Foodservice has always been a difficult market to read. Its fragmented structure, the diversity of outlets and the variety of consumption moments have always made it less standardised than retail. But over the past decade, this complexity seems to have changed in nature. The market is not only larger or more competitive. It has become more fluid, more hybrid and harder to interpret through traditional frameworks. The boundaries between channels are becoming blurred, consumpti