Since Spain believe made the “menu of the day” official 61 years agoin Manuel Fraga’s time, workers, travelers and families have gone to bars at midday basically looking for two things, in addition to food: time savings and good prices. That sacred triad turned the menu into the great success of the national hospitality industry (with forgiveness for the omelette). Now it plays against him. The same customers who have been eating in restaurants for generations have found an alternative that offers them food at better prices and with greater flexibility: supermarkets.
The hoteliers, of course, they are not willing to give up and have taken out their best weapon: regulation.
What has happened? The event was intended to review the data and needs of the sector, but it ended up leading to something else: a call to attention to chains such as Mercadona or Alcampo. Yesterday, during the General Assembly of Hospitality of Spain, the president of the group, José Luis Álvarez Almeida, post against a rival that until recently was off the radar of the country’s bars and restaurants: supermarkets.
Without expressly mentioning them, the head of the employers’ association complained about the competition exerted by firms such as Mercadona, Carrefour, Bon Preu or Alcampo (to name a few), which have been betting on the sale of prepared dishes for some time and, in some cases, even include dining rooms in their premises so that customers can consume the food and drinks that they previously bought in the store right there. A model, Almeida insistswhich looks too similar to yours.
“Unfair competition”. “Now we have gas stations, stores, hypermarkets or supermarkets that want to be bars. That is unfair competition,” argument the president of Hospitality of Spain during an event that was also attended by the Minister of Tourism, Jordi Hereu. “What we tell them is that, from an economic and competitive point of view, they can do what they want; but we all have to play on equal terms and be equal before the law.”
your words have resonated with force in the sector, although it is not the first time that the expansion of the ready-to-eat dishes business within the supermarkets themselves leads to this question: Can it be considered unfair competition? He floated the same idea in December during an interview with SER Emilio Gallego, general secretary of Hospitality of Spain. “It is a controversial question. Either you are a supermarket or you have a space for a restaurant,” argument. “If you have a space where you buy food and eat it, you obviously have to have a restaurant activity license.”
The key word: merchant. That the hospitality industry has raised its voice just now is no coincidence. Although supermarkets have been selling pre-cooked and ready-to-eat food for decades, in recent years some chains are shifting towards a new business model: the merchants.
It is no longer about buying a tray of sushi, a cold tortilla or some pre-cooked noodles from a factory that the supermarket sells packaged. The key is that the customer can choose what they want to eat on a counter full of steaming stews, stews, fish… and then, if they want, they can devour that same food without leaving the store.
The menu dilemma. Things get complicated there for bars, especially those that rely most on the concept of ‘menu of the day’: an affordable, varied and time-saving gastronomic offer. For years bars dominated that field. Now they have to fight with heavyweights like Mercadona, which offer prices that are difficult to match by family businesses that have been juggling for some time to make their menus profitable.
This change in trend was summed up wonderfully well a few months ago by a gym instructor who The World interviewed while eating in a Mercadona in Madrid: “Although they pay me for the food, this is more practical and faster. You eat for six euros and I don’t spend 45 minutes. I haven’t eaten from a menu since summer.” In that same reportage The journalist spoke with other customers who came to Juan Roig’s store to buy dishes (stews, casseroles…) that they then ate in their own living rooms or office. Two years ago they might have gone to a bar with a menu or cooked at home. Not anymore.
Has things changed that much? The data is revealing. In 2025 Mercadona had a turnover of around 700 million euros in Spain through its ‘Ready to Eat’ section. It may not seem like a big deal for a corporation whose sales exceeded 41.8 billionbut it is good to keep several things in mind.
First, the ‘Ready to Eat’ section is very young. It was launched in 2018 and has expanded to more than 1,400 points of sale. Second, that those 700 million of euros are just part of the cake. If we take into account the entire supply of pre-cooked products (refrigerated, trays…) and the business in Portugal, the figure rises to 3,000 million.
To give us an idea, this figure exceeds the annual sales of McDonald’s in Spain (2 billion) or Burger King (1,500). In general, it is estimated that the Valencian chain accounts for a 19.7% share of value in food and beverage consumption. That is, almost two out of every ten euros What we spend on that branch ends up in the company’s coffers.
A key percentage: 7.6%. To understand how quickly the prepared food business is expanding, it is good to review Algori data advanced a few days ago by theEconomist. According to the consultancy, this segment was (by far) the one that recorded the greatest growth in sales volume last year among supermarkets and hypermarkets in Spain.
In general, the sale of pre-cooked and cooked dishes soared by 7.6% in volume. Above fruits and vegetables (7%), meats (6.1%) and fish and seafood (4.9%). The Valencian chain is not the only one that is committed to this business niche, although it has managed to lead it. Your market share, according to Algorireaches 51.2%, a considerable distance from Carrefour (9.9%) or Lidl (8.1%).
Other data: 1.3 million. It is not the only indicator that helps size the trend. In September Worldpanel by Numerator estimated that in the last year (at the end of July 2025) 6.9 million people had bought food in supermarkets to consume outside the home. Of them, 1.3 million decided to devour that food in the store itself, which doubles the number of those who did so the previous year.
Proof of the wealth it represents is that the ready-meal business grows twice than food distribution in general, which helps to understand the weight that Mercadona wants to give it in your new concept of stores, the ‘T9’.
A zero sum game? That’s the big question. If chains like Mercadona grow in the sale of cooked dishes, does it necessarily have to be at the expense of traditional bars, as seems to emerge from the sector’s complaints? Does the competition that Mercadona or Carrefour may exert affect all hospitality business niches or only the offer most focused on workers and menus? The truth is that the trend connects with deeper social changes (we cook less and less) and a crisis of the menu of the day that has become more acute over the years.
More than in bars, Juan Roig has in fact targeted domestic kitchens. In his opinion, what will end up disappearing, more than restaurants, family bars or daily menus, are the stoves in homes. “I said it and I maintain it: in the middle of the 21st century there will be no kitchens,” claims the manager. The big question is how the fight between hoteliers and supermarkets will develop while this happens… If it happens.
Images | K8 (Unsplash), Wikipedia and Mercadona
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