RXSPG25RP

June2025WWW.RETAILX.NET

RETA

RetailX

FMCG:

instoreandecommerce

Releasedat:

2025

Inpartnershipwith:

LiveRamp

。MIRAKL

RXSPG25RP?2025

INSTOREANDONLINEFMCGSECTORREPORT|INTRODUCTION

2|RetailX|June2025

Introduction

Thefast-movingconsumergoods(FMCG)market

isavibrantandrapidlychangingsectorthatsitsattheheartofretail.Morethanthis,duetoitsvastsizeandreach,thesectorunderpinsmanycountries

economies.Rawmaterials,manufacturing,shipping,marketing,retailandecommercenottomentionthejobsthatgowiththemalldependonit.

Yetitisahighlycompetitiveandrelativelylowmarginbusinessthathas,untilrelativelyrecently,been

dominatedbyafewgiantconglomeratesproducingasomewhatstandardisedsetofproducts.However,theRetailX2025FMCGreportfindsthatthe$13.6tnglobalindustry–$700bnofwhichcomesfromEurope–isinastateofflux.

Themarketitselfisshiftingfromonedominated

byinstoresaleswhichstillaccountfor80%of

salesgloballytoonethathasaburgeoningonlinecomponentandwhichisincreasinglyshiftingto

beingomnichannel.Indeed,ourdatashowsthat49%ofconsumersregularlybuyhouseholdessentials

online,augmentingratherthanreplacingtheirinstoreshopping.

Thistrendisbeingdrivenbyyoungershoppers,with54%ofMillennialsregularlybuyFMCGonline.Thetotalnumberofpeoplelookingtoshopforthesegoodsviaecommerceisalsogrowing,with43%tellingusthat

theyplantoincreasetheironlineFMCGspendinginthecomingyear.

However,thisisntaneither/orchannelchoice.

Consumerswantwhatisconvenientfortheminthemomentandthisconvenienceisseeingnotjustashift

towardsomnichannelshoppingforFMCG,butalso

ashifttowardsconvenienceretailersonlineand

offline.Consumersareoptingforlocalshopsforsomegoodsand,increasingly,theuseofq-commerce,suchasUberEatsandDeliveroo,togetfood,beverage,

nappiesandevencleaningproductsdeliveredin

underanhour.ThisconvenienceshifthasmassiveimplicationsformanufactureandsupplyofFMCGsomethingtheindustryisstillgettingtogripswith.

Thischangeinshoppinglocationisalsohappening

againstthebackdropofconsumerschangingwhat

theybuy.Todaysconsumersarelookingforhealthier,plant-based,organicandsustainableproductsthat

arekindtothemandtotheenvironment.WhilethebigFMCGplayersarebusilycreating,reformulating

andacquiringtomeetthisshift,theyarealso

facingenormouscompetitionfromstartupsand

independentswhohavebeenhealthyandgreen

fromdayone,sowhoaremoreadeptatbeing

omnichannel.ThesenewentrantsaretakingasmallbutgrowingsliceoftheFMCGmarket,furthererodingmarginsandaddingtocompetition.

Thisheightenedcompetition,alongwithincreasing

onlinesales,meansthatFMCGbrandsarenowfacingthechallengeofhowtobefoundbyshoppers.Online,instoreandonsocialmedia,thewealthofchoice

createssuchanoisethatitishardforbrandstohavetheirstoryheard.Here,theriseofretailmediacomesintoplay,withmanyFMCGbrandslargeandsmallnowleveragingtheirrelationshipswithretailerstousefirst-partydatatotargettherightcustomersagainattherightmomentandinahighlypersonalisedway.

ThisprocesschangeshowFMCGbusinessesoperate,thestoriestheytellandthecustomerstheyfind.Itisalsoashiftthatmarksouthowmuchthisfundamentalsectorhaschangedandcontinuestoevolve.

Contents

Strategicoverview03Theconsumerperspective07Segmentanalysis12Channelstomarket19Theinstoreexperience20Theonlineexperience23Theomnichannelexperience27MarketingFMCG29Creatingadigitalecosystem33Partnerperspective:dunnhumby36Partnerperspective:Liveramp38Partnerperspective:Mirakl40Companyprofile:BiotifulGutHealth42Companyprofile:Glanbia43Companyprofile:Mars44Companyprofile:PepsiCo45Companyprofile:StarBrands46Companyprofile:Tony’sChocolonely47Companyprofile:WalmartBettergoods48Companyprofile:WhoGivesACrap49Theroadahead50Figureslist53Endmatter54Knowledgepartners55

RXSPG25RP?2025

INSTOREANDONLINEFMCGSECTORREPORT|STRATEGICOVERVIEW

3|RetailX|June2025

Strategicoverview

TheglobalFMCGsector,valuedat$16.8tn,isdominatedbyinstoresalesyetshifting

towardsomnichannelasconsumerhabitschangeandevolve

Thefast-movingconsumergoods(FMCG)market

isa$13.6tndollarsectorcoveringeverythingfrom

groceriesandcleaningsuppliestotoiletries,via

petcareandmore.Theseareallgoodsthatare

essentialtohouseholdsacrosstheglobeand,asa

result,areinhighdemand.Yetthisdemandhasmadethesectorsuper-competitive,withverytightmargins.

Forthesakeofthisreport,wearefocusingonthosethingsdeemedhouseholdessentials–typicallyfoodandnon-alcoholicbeverages,householdgoods,

personalandpetcare.Otheritemsareexcluded

becausetheyaresubjecttoahostofadditionalrules,regulationsandlawsthatunderminecomparative

analysisacrossthesegments.Thatsaid,thelessonsanddatadetailedinthisreportdocarryacrossall

segmentswithinthewiderFMCGmarketandpaintapictureofasectorthat’sbooming.

WhilethebulkofFMCGisstillpurchasedinstore,thatischanging,withecommercebecomingthenorm,

largelyaspartofanomnichannelshift.Onlinesales

ofhouseholdessentialsiscurrentlyworth$207bn,

havinggrownsteadilysince2023.Lookingpurelyfromecommercepointofview,salesofFMCGhavekept

pacewiththewiderecommercemarket,indicatingthattheyareverymuchpartoftheecommercemixforconsumerswhoarereadilybuyingthesegoodsonlineinvastquantities.

HouseholdEssentialsecommercerevenue($bn)

206.9

171.4

150.8

146.8

150.6

117.4

source:statistaDigitalMarketInsightseoeRetailx2025

RXSPG25RP-1-V2

HouseholdEssentialsecommercerevenuegrowth(%yoy)

HouseholdEssentialsAllecommerce

2019202020212022202320242025

source:statistaDigitalMarketInsightseoeRetailx2025

RXSPG25RP-2-V2

4|RetailX|June2025

Asweshallseeacrossthisreport,onlinesalesof

FMCGareagrowingpartofthesector,yetinstore

remainsthemainchanneltomarket.Asshopper

habitsshift,however,bridgingthegapbetweenthe

twoisgoingtobecomeanessentialpartofoperationsforthesebrandsandtheirmanufacturers.

GROWINGOMNICHANNELDEMAND

Thisgrowingomnichanneldemandisvisibleinthe

waysthatFMCGconsumersshopfortheirhouseholdessentials.Thedatashowsthatshareofonlinesalesremainsrelativelyconstant–ataround3%to5%–

risingacrossthepastfiveyears,butonlymarginally.

ThislowproportionofonlineFMCGsalespointstotheFMCGbrandsandconsumersstillbeingvery

muchfocusedoninstoresales.Thisisundoubtedlytrue,asweshallseeinthereport.However,itmayalsoreflectonlywherethepurchasetakesplace.Itdoesn’taccountforthevastamountofresearch,influenceandmarketingthatisseenonline,on

mobileandonsocialmedia,andwhichsitsbehindthedecisionsthatleadtotheseinstorepurchases.

Thisideaisbackedupbyhowmuchconsumers

spendonlineonFMCGgoods.Thistoohasgrownonlyslightly–andlargelyinlinewiththeaveragelevelof

inflationacrosseachyear–andremainsafairlystaticproportionofeachconsumer’stotalonlinespend.

However,eshoppersarespendingbetween$700and$850eachyearonFMCG,hitting$874in2025.This

generallyaccountsforsome50%oftheirtotalonlineshoppingbudget,againreinforcinghowcentralFMCGgoodsaretoconsumershoppinghabits.

YetthenumberofonlineshoppersbuyingFMCGhouseholdessentialsisgrowing,risinginneat20million-personincrementsforthepastfouryearsandcontinuingtodoso.

shareofthemarkettakenbyecommerce,Househ

3.3%

3.4%

3.1%

2.7%

2.9%

source:statistaDigitalMarketInsights

NumberofHouseholdEssentialse-shoppers(mn)

200

130

source:statistaDigitalMarketInsights

oldEssentials(%)

3.6%

3.4%

Retailx2025

RXSPG25RP-third-4-V5

240

220

Retailx2025RXSPG25RP-5-V8

5|RetailX|June2025

THEBIGFMCGBRANDS

Thebrandsthatarebeingshoppedonlinereadverymuchlikeawho’swhoofthesector,withpan-nationalconglomeratessuchasProctor&Gamble,NestleandUnileverdominatingthetopten.

Proctor&GambIe,forexampIe,producesmorethan65weII-knownbrands一incIudingTide,Pampers,

Febreze,Crest,Olay,Head&ShouldersandGillette

–purchasedbymorethan5bnshoppers.CocaCola,meanwhile,limitsitselfmainlytobeveragesbutstillsellsmorethan2bndrinksworldwideeveryday.

THELONGTAILOFNEWBRANDS

FMCGissopopuIarthatitisaIsoextremeIy

competitiveand,withsuchahugeconsumerbase,

constantlyattractsnewentrantswithnewproductsandformulationsthataddtothiscompetition.Ownbrand,low-costalternativesandcheapimportsoftenimpactthemarket,notleastwhenthereisadownturn.

Butthat,snothingcomparedtotheIongtaiIofnewand1aIternative,FMCGbrandsthatarefloodingthemarketrightnow.AsweshaIIsee,consumersarechanging

whattheybuyinquitedramaticways,favouring

healthieroptions,moresustainableoptionsandmoreadventurousoptions.

WhiIethisIongtaiIofnewerentrantsmaynotshow

upinthetoptenbymarketcap,theirimpactisbeingseenwidelyacrossthesector,forcingestablished

brandstoradicallychangewhattheyselltostayin

thatlistoftopsuppliers.ThemarketforFMCGmaybehugebutit’sincreasinglybeingsplitmanyways,whichputshugepressureoneveryoneinthevaluechain.

AsweshaIIseethroughoutthisreport,themarketisvoIatiIe,subjecttobothinternaIandexternaIforcesandisoftenrequiredtochangedirectionveryrapidly.

ToPPublicconsumerpackagedgoods(CPG)companiesbymarketcap($bn)

procter&Gamble

cocacola

Nest

pepsico

LOral

philipMorris

unilever

Anheuser-BuschInbev

Modelez

AtriaGroup

september2024

source:RetaildogmaeoeRetailx2025

RXSPG25RP-third-7-V2

INCREASINGCOSTS

Since2022,risingcostshavesignificantIyimpactedgIobaIFMCGproduction,drivenbyamixofthe

economic,geopolitical,labourandsupplychainfactors(seepaneloverleaf).

AIongsidetheserisingcosts,consumerdemandin

manymarketsremainsweakduetotheongoing

cost-of-livingcrisis,makingitharderforFMCGbrandstopassoncostswithoutriskingsalesvolumes.This

squeezeonmanufacturermarginsisforcingbrandstorethinkpricingandproductstrategies.

ManybrandshaveabsorbedsomeofthesecostincreasesbyimprovingoperationaIefficiency,reducingwasteandoptimisingsupplychains.

Othersarereformulatingproductstouselessexpensiveingredientsorreducingpackagesizestokeepretailpricesstable.

RXSPG25RP?2025

INSTOREANDONLINEFMCGSECTORREPORT|STRATEGICOVERVIEW

6|RetailX|June2025

MACRO-ECONOMICPRESSURES

WhileFMCG’sfortunesaredictatedbyconsumers,thesegoodsaresopivotaltotheglobaleconomythattheyarealsosubjecttochangesinthe

wider,macro-economiclandscape.Amongthechallengescurrentlybeingfacedare:

SUPPLYCHAINDISRUPTION

GlobalFMCGsupplychainshavefacedaseries

ofdisruptionsthathavesignificantlyaffected

production,availabilityandpricing.Theseinclude:

?Conflict–ThewarinUkraineandrelated

sanctionsonRussiahavedisruptedproduction

andthesupplyofkeycommoditiessuchasgrainsandfertilisers.Theconflicthasincreasedenergycosts,leadingtoshortagesincriticalingredientsandrawmaterials.Thewaralsoarrivedonthe

heelsofBrexit,whichintroducednewcustomschecks,tariffsandlogisticaldelaysintheUK.Inturn,thisimpactedinternationaltrademorewidelyduetotheUKbeingsuchanimportantplayerintheinternationalFMCGmarket.

?Shipping–Supplychainswerehampered

byagroundedshipblockingtheSuezCanalin

March2021.Thiscausedmassivedelaysinglobalshipping,increasedtransittimesandcosts,

andcausedaknock-onshortageofshipping

containers.Thisoneeventtippedglobalshippingintoacrisis,theripplesofwhichstillimpactthesectortodayintermsofcostsformorerapid

shipping,reroutesandapremiumoncontainers.

?Climate–Extremeweathereventsand

unpredictableclimateconditionshavemadetheirpresencefeltinrecentyears,disruptingagriculturaloutputandtransportation,aswellasaffectingrawmaterialsupplies.

?Thecombinedimpact–Allthishascombinedtomakesupplychainsmorecomplex.Ithasforcedarethinkbymanufacturersandsuppliersastohowtheygettheirrawmaterials,wheretheymaketheirgoodsandhowtheyshipthem.Manycompaniesareshiftingtolocalsuppliersanddiversifyingtheirsupplierbaseinordertoreducedependencyon

volatileregionsandminimisetransportrisks.

Brandsarealsohavingtoexpandwarehousing

capacityandareadoptingautomationand

optimisinginventorytobufferagainstshortagesanddemandspikes.Theyarereformulatingproducts

andlaunchingnewlinestoadapttoingredient

shortagesandchangingmanufacturinglocations.

FMCGfirmsareincreasinglypartneringwithlogisticsproviders,techcompaniesandsustainability

organisationstoenhanceresilienceandinnovation,allthewhilebeingmoreopenwithconsumers

aboutsupplychainchallengesandpriceincreases.

LABOURPRESSURES

Since2022,globalFMCGproductionhasbeenimpactedbyvariouslabourpressures,including:

?Fallingnumbers–Companieshavestruggledtoattractandretaincomparativelylow-paidworkerssuchasbutchers,meatprocessorsandHGVdrivers.Thissituationisfurtherexacerbatedbyalackof

incentivesandcompetitiveworkingconditions,leadingtohighturnoverratesanddifficultyinrecruitingnewemployees.

?Skillsgaps–Someshortageshavearisenbecausetheexistingworkforcehasskillsthatdon’tperfectlymatchthedemandsofcertaincurrentroles.This

canbeduetostructuralchanges,technologicaladvancementsorregionaldifferences.

?Lowwagegrowth–Highinflationlevelshaveoutpacedwagegrowth,leadingtoadecreaseinrealwagesformanyworkers,makingitharderforthemtoaffordessentialgoods,exacerbatinglabourshortagesandloweringFMCGsales.

TRUMP’STARIFFS

Asthedusthassettledandtradenegotiationshaveunfolded,theimpactonUStariffshas

lessened,whileremainingvolatile.WhatisthelikelyimpactoftariffsontheFMCGsector?

?Highercostsandreducedmargins–Tariffsincreasethecostofimportingrawmaterials,

packagingandfinishedgoods.Forexample,

specialtyfoodproducersimportingspicesandpackagingfromcountriesaffectedbytariffsfaceimmediatecosthikes,squeezingalreadytight

profitmargins.

?Retaliatorytariffsandglobaluncertainty

–CountriessuchasCanadahaveimposed

retaliatorytariffsonUSexports,further

complicatinginternationaltradeforglobal

FMCGbrands.Theuncertaintysurrounding

tariffpoliciesmakeslong-termplanningdifficult,discouraginginvestmentandinnovation.

?Consumerpriceincreasesanddemand

pressure–ManyFMCGbrandsareforcedto

raisepricestooffsettariffcosts,whichrisks

reducingconsumerdemand,especiallyforprice-sensitiveproducts.Retailersandmanufacturersareunderpressurefrombothconsumersand

thegovernment,withTrumpurgingcompaniestoabsorbtariffcostsratherthanpassthemontoshoppers.ItisworthnotingthattheaverageUShouseholdisexpectedtopaynearly$1,200morein2025duetothesetariffs.

RXSPG25RP?2025

INSTOREANDONLINEFMCGSECTORREPORT|THECONSUMERPERSPECTIVE

7|RetailX|June2025

Theconsumerperspective

ConsumersbuymostoftheirFMCG

instorebuttheironlinebehaviourispaintingapictureofwhatthefutureholds

ConsumerbehaviourisakeydriverforchangeintheFMCGmarket.Macro-economicphenomenasuchasinflationandthecost-of-livingcrisishaveanearinstantimpactonthebrandsandthevolumeofthesegoodsthatshoppersbuy.However,therearemanyother

factorsthatshapetheirbehaviour.TounderstandthestateoftheFMCGmarket,weneedtolookatsomeofshoppers’habitsandconsiderwhattheirimpact.

AkeywaytoassessthehealthoftheFMCGmarketistolookathowconsumersshoponlineforgroceriesandforhealthandbeautygoods.Accordingto

ConsumerXdata,49%ofglobalconsumersbought

groceriesonlineandacomparable48%purchased

cosmeticsandbeautyproducts.Thisindicatesthatfortheseessentials,ecommerceisseenasavalidpart

oftheshoppingprocess,withconsumershavingnoqualmsaboutbuyingFMCGonline.Turningthisonitshead,italsoindicatesthathalfthetime,shoppersarechoosingtobuythesesamegoodsinstore.

ThetruepicturethispaintsisofconsumerswhoshopFMCGreadilyacrossallchannels,mostlikelyaspartofamuchmoreomnichannelapproachtoFMCG

consumptionthanisseeninotherretailsectors.Asalreadysaid,theseare‘essentials’andsoconsumerswillbuythemwhereandwhenbestsuitsthemto

satisfytheirimmediatedemandforthesegoods.

productsboughtonlineinlastyearworldwide

FashionappareloraccessoriesGroceries

cosmeticsorbeautyproductsHomewares

sports&leisureothers

Basedon4,096respondentswhoshoponlineatleastonceayearinninecountries(aged16-86),Jul2024-Mar2025.surveysconductedinsixlanguages.Question:"whathaveyoushoppedforonlineinthepast12months?.chartID:Cx75683

source:consumerxRetailx2025

RXSPG25RP-13-V2

Frequencyofonlinepurchase

Bypeoplewhoshoponlineforacategory,worldwide

Homewares

consumerelectronics

cosmeticsorbeautyproducts

Groceries

Fashionappareloraccessories

16%

46%

46%

37%

37%

42%

29%

48%

27%

43%

Morethanonceayear

Morethanonceeverythreemonths

MorethanonceamonthMorethanonceaweek

Morethanonceaday

Basedon3,691respondentsinninecountries(aged17-84),Jul2024-Mar2025.surveysconductedinsixlanguages.Question:'Howoftendoyoushoponline?.chartID:Cx76256

source:consumerxRetailx2025

RXSPG25RP-24-V5

8|RetailX|June2025

WHOANDWHEREARETHEY?

This‘essential’natureofFMCGgoodsisagain

reflectedinwhobuysthemonlineandoffline.Thereisverylittledifferencebetweenagegroups,indicatingagainthatshoppersarelikelytobuyFMCGasand

whentheyneedthem,ratherthanbychannel.

Thatsaid,thereissomegenerationalsplit.Millennials,perhapsunsurprisingly,arethebiggestonline

shoppersofFMCGintheironlinegroceries,with

closeto55%ofthemhavingdonesointhepastyear.Thisis,however,onlymarginallyaheadofGenX(46%)andGenZ(45%).

Theolderendofthemarketislesslikelytobuythesegoodsonline,althoughastillveryrespectable40%aredoingso,notfarbehindGenZ.

WhereitgetsinterestingisthenatureofwhereonlinegroceryandFMCGshoppingaremorepopular.SouthAfrica,UAEandtheUSallseenearly60%ofshopperschoosingonlineforpurchases.ThisiswayaheadofmarketssuchasGermany(31%),Australia(47%)andtheUK(54%),allofwhichtendtoseemoreFMCG

beingpurchasedinstore,ratherthanonline.

Again,thisisn’taneither/orsplit,ratherthatshoppersintheseregionstendtofavouronechannelover

anotherbasedontheiroverallshoppinghabits.

OnlinegroceryshoppinghasbecomeamuchbiggerdealinSouthAfrica,UAEand,tosomeextent,theUSthanisseeninEurope–inthiscasereflectedintheUKandGermany.IntheUKandGermany,thereisstillagreatloveforphysicalretailandthemajorityofpeopletherestilldotheirgrocery–andthereforeFMCG–shoppingphysically.Whilethetechisthereforonlineandtheycertainlydouseit,itismoreofamixandmatchprocessthaneither/or.

peoplewhohaveboughtgroceriesonlineinthepastyearBYGeneration,worldwide

46%

45%

40%

54%

GenerationZ

(ages13-28)

Millennials

(ages29-44)

Boomers

(ages61-79)

GenerationX

(ages45-60)

Basedon4,096respondentswhoshoponlineatleastonceayearinninecountries(aged16-86),Ju2024-Mar2025.surveysconductedinsixlanguages.Question:'whathaveyoushoppedforonlineinthepast12months?-Groceries'.chartID:Cx76459

source:consumerxRetailx2025

RXSPG25RP-27-V2

peoplewhohaveboughtgroceriesonlineinthepastyearBycountry

58%

58%

61%

54%

47%

UK

38%

34%

31%

56%

Australia

Brazil

Turkey

USA

UAE

Germany

Basedon4,096respondentswhoshoponlineatleastonceayearinninecountries(aged16-86),Ju2024-Mar2025.surveysconductedinsixlanguages.Question:"whathaveyoushoppedforonlineinthepast12months?-Groceries'.chartID:Cx76462

source:consumerxRetailx2025

RXSPG25RP-28-V2

9|RetailX|June2025

IndigitallyemergentmarketssuchasBrazil,thereisadegreeofonlinegroceryshopping,althoughit’sstillanascentfield.Inmarketssuchasthis,mobilerules,withthepopulationprimarilyusingthemfornews

andentertainmentandmcommercejustemerging.

ForFMCG,thesemarketswillinevitablyshiftfurtheronlineasthetechandawarenessexpands.

WHYANDHOWMUCHDOTHEYSPEND?

Thekeydriverofthisonlinegroceryspendingis

convenience,with27%ofglobalconsumerschoosingtobuygroceriesonlinebecauseitislesseffort.Thisisaheadofallotherretailsectors,whichseearoundafifthorfewerchoosingonlineforconvenience.

Theweeklyshopisachore:ittakesages,it’shard

workandit’snotveryexciting.Orderingonlineor

viaanappthenhavingitdeliveredcutsoutmuchofthepain.Thisisnotthecasefor,say,fashion,wheretouchingandtryingonarepartsoftheprocess.

Thatsaid,three-quartersofshoppersdon’tsee

onlinegroceryshoppingasconveniencedriven,reiteratinghowconsumerslikelychoosethe

purchasewhereandwhensuitsthembest,ratherthanpickingaparticularchannel.

Spending-wise,thebulkofshoppers(67%)arespendingnomorethan$320amonthononlinegroceries,with62%ofthemspendingbetween$13and$320.

FMCGpricesvaryfromcountrytocountry–quitewidelysobetweendevelopedmarketsinEurope

Groceries27%

Fashionappareloraccessories22%

cosmeticsorbeautyproducts22%

Homewares21%

consumerelectronics21%

peoplewhochoosetobuyonlinebecauseitislesseffortBYPeoplewhoshoponlineForAcategory,worldwide

Basedon3,691respondentswhoshoponlineatleastonceayearinninecountries(aged20-86),Jul2024-Mar2025.surveys

conductedinsixlanguages.Question:"whatarethetopthree(3)reasonsyouwouldchoosetobuyaproductonlineinsteadofin-store?-Lesseffort'.chartID:Cx76595

source:consumerxRetailx2025

RXSPG25RP-29-V2

Monthlyonlineshoppingexpense($),Groceriese-shoppers

26%

18%

11%

5%

5%

36%

Lessthan$13$13-$130$130-$320$320-$640$640-$1,300Morethan$1,300

Basedon3,691respondentswhoshoponlineatleastonceayearinninecountries(aged19-86),Jul2024-Mar2025.surveys

conductedinsixlanguages.Question:'Inthelast12months,howmuchhaveyouspentonaverageper