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Vinkal Chadha
Managing Partner, Global Business Development
Search among the top café & restaurant brands by number of locations
Join us for a demo where we'll discuss how Realytics can support your business growth and adaptability in changing market conditions
Managing Partner, Global Business Development
Search among the top 10,053 café & restaurant brands by number of locations
Search among the top café & restaurant brands by number of locations
In Cafe & Restaurants
·May – Jul 25
Dashi is in the top 1% of brands
Sample of brands in the same percentile
See what factors influence Dashi performance in the Japan and how they change over time
See what factors influence Dashi performance in the Japan and how they change over time
Available by subscription
Available by subscription
An analysis of Dashi' competitors in the Japan
An analysis of Dashi' competitors in the Japan
Top-5 brands that brand's customers also visit
Discover your traffic workload during different times of the day
Join us for a demo where we'll discuss how Realytics can support your business growth and adaptability in changing market conditions
Managing Partner, Global Business Development
In Cafe & Restaurants
In Cafe & Restaurants
Search among the top 10,053 café & restaurant brands by number of locations
Cafe & Restaurants
Market performance shows the brand’s share of foot traffic, revealing its competitive strength and customer preference in the industry.
Dashi, with a market performance percentile of 99 in Japan's Cafe & Restaurants industry, holds a leading market position. This high percentile indicates a strong competitive standing, placing Dashi in the top 1% of brands. Performance peers, all at the 99th percentile, include 大衆サカバ 牡蠣る., Shushu Kyoto Gion Minami Honten, Katsusen, 駄目な隣人 新宿店, 勝手にレモンサワー 焼肉ホルモンBISON 大和店, and Ginmi.
Customer satisfaction is key to loyalty and growth. Tracking changes helps improve service and retain customers in the competitive restaurant sector.
Dashi's overall customer satisfaction (CSAT) is 80%, a decrease of 2.7 percentage points year-over-year. Osaka Prefecture shows the highest CSAT at 91%, while Hokkaido Prefecture has the lowest at 73% with a notable decrease of 11.4 percentage points. This indicates regional differences in customer experiences.
Average check reflects spending per customer. Monitoring its trend aids in pricing strategies and understanding customer spending habits.
Dashi's overall average check is 1.5K JPY, a significant increase of 29.4% year-over-year. Kyoto Prefecture has the highest average check at 2.1K JPY. The upward trend indicates customers are spending more per visit.
Outlet count reflects brand reach. Tracking this KPI shows growth and potential for market saturation in different regions.
Dashi has 2 outlets in Osaka Prefecture, and 1 outlet each in Aichi and Hokkaido Prefectures. This indicates a concentrated presence in Osaka with expansion into other key regions.
Competitor analysis reveals top alternatives. Understanding who customers also visit informs strategies to differentiate and attract more business.
Dashi's customers also frequently visit Starbucks (10.48%), GYUKATSU KYOTO KATSUGYU (8.57%), 店 (6.67%), Saizeriya (5.71%), and Doutor (5.71%). This cross-visitation highlights the competitive landscape and suggests opportunities for differentiation.
Traffic workload analysis helps optimize staffing. Matching resources to peak hours improves customer service and operational efficiency.
Dashi experiences peak traffic workload between 11 AM and 2 PM, with the highest point at 1 PM (72.57%). Traffic starts to increase around 8 AM, peaks during lunch hours, and gradually declines after 6 PM. Minimal activity occurs between 10 PM and 7 AM.
Understanding consumer segments allows targeted marketing. Tailoring strategies to specific demographics increases engagement and ROI.
Dashi has high affinity with women (index 115) and Gen Y (index 147), suggesting that these segments are overrepresented among its customers. Men (index 91), Gen X (index 45), and Gen Z (index 80) are underrepresented.