On-trade intelligence,
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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

In the away-from-home market, brands have long sought to better understand consumers. They analyse trends, survey customers, monitor feedback from the field and observe how their categories are evolving to identify shifts in purchasing behaviour. These approaches remain essential, as they help understand expectations, motivations and perceptions. But they do not always capture what happens at the exact moment when the consumption decision is made. In an outlet, the final choi

Foodservice manufacturers have access to more and more data. They track volumes, analyze distributor performance, collect field feedback, conduct market studies, and measure their campaigns with greater precision than before. Yet despite this growing accumulation of information, some questions remain difficult to answer with confidence. This paradox lies at the heart of the foodservice industry. The market generates many signals, but these signals are often fragmented, incons

Measuring the out-of-home foodservice market is a complex exercise, because this market is unlike more standardized distribution channels. It brings together a wide range of outlets, formats, consumption occasions and purchasing behaviors, which can vary significantly from one country to another, from one region to another, and sometimes even from one street to the next. For brands, this fragmentation creates a major challenge: how can they gain a reliable view of the market

During a World Cup, out-of-home consumption shifts into a different rhythm. Bars fill up, screens light up, terraces take on a new dimension, groups gather around matches, and certain product categories can see their role evolve in just a few hours. For brands, these major events are strategic moments. They create visibility, focus consumer attention, and generate particularly strong consumption occasions. They also provide an opportunity to roll out activations, strengthen f

Foodservice market plays a strategic role 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 most difficult markets to analyse accurately. This difficulty does not stem from a lack of interest in data. Brands know that foodservice is a key lever for understanding consumer behaviour, me

In the on-trade world, an activation is never won only at launch. It begins much earlier, with outlet selection, field preparation, sales team alignment, promotional mechanics, and the promise made to the brand. But its real value is often revealed afterwards, when teams need to understand what actually happened in the outlets. This is exactly where many Trade Marketing and Activation teams face a major challenge: they invest time, budget, and energy into field initiatives, b

In the commercial management of an FMCG brand in on-trade, a product’s performance can change very quickly. A launch may see immediate success, an established product may gradually lose momentum, or an activation may generate a short-term impact that quickly fades. For Antoine, On-Trade Sales Director, the challenge is not only to track the overall performance of his portfolio. He also needs to be able to detect the first signs of declining performance before they become visi

When managing the commercial performance of an FMCG brand in the on-trade channel, a product’s performance can change very quickly. A new launch may gain immediate traction, an established product may gradually lose momentum, or an activation may create a temporary uplift that fades just as fast. For Antoine, On-Trade Sales Director, the challenge is not only to track the overall performance of his portfolio. He also needs to detect the early on-trade signs of a drop in perfo

In the restaurant industry, marketing campaigns have become an essential lever to drive traffic, launch new products, or boost sales over a given period. Yet, once a campaign is live, one question almost always comes up among marketing teams: how can you tell if the activation actually worked? Between natural fluctuations in activity, changes in customer behavior, and the many external factors that influence restaurant traffic, measuring the true impact of a campaign can qui

In the sales teams of FMCG brands, sell-out has become an essential indicator. Knowing what actually sells at the point of sale allows you to understand the performance of a product, identify growth opportunities and adjust sales actions. For Pierre, On-Trade Sales Director at a beverage brand, this information is essential for managing his business. The field teams visit hundreds of establishments every week, negotiate listings, and implement activations to develop the brand

In the foodservice industry, marketing activations often require considerable organization. A product launch, a tasting tour, or a promotional campaign mobilizes field teams, equipment, partners, and significant budgets. For Thomas, Trade Marketing Manager at an FMCG brand, each campaign represents a strategic investment. The objective is clear: to increase brand visibility and boost sales in partner establishments. However, once the operation is complete, one question often