Search among the top 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
See what factors influence Di Paolo performance in the Brazil and how they change over time
See what factors influence Di Paolo performance in the Brazil and how they change over time
Available by subscription
Available by subscription
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 Cafés & Restaurants
In Cafés & Restaurants
Search among the top brands by number of locations
An analysis of Di Paolo' competitors in the Brazil
An analysis of Di Paolo' competitors in the Brazil
Top-5 brands that brand's customers also visit
In Cafés & Restaurants
·Jun – Aug 25
Di Paolo is in the top 1% of brands
Sample of brands in the same percentile
Cafés & Restaurants
Market performance percentile indicates brand's share of foot traffic, revealing its competitive strength and customer preference in the industry.
Di Paolo's market performance is at the 99th percentile, positioning it as a leading brand. This means Di Paolo outperforms 99% of brands in its industry. Its performance peers, also at the 99th percentile, include Dona Baunilha, SAVATORE BURGER, Kadô Sushi Bar, Billy The Grill, Eat Asia, and Edwiges Pizza e Bistrô | Santa Bárbara d'Oeste.
Customer satisfaction (CSAT) reflects customer contentment, impacting loyalty and brand reputation. High CSAT scores correlate with repeat business and positive word-of-mouth.
Di Paolo's overall CSAT is 85%, a decrease of 2.7 percentage points year-over-year. Regional CSAT varies, with the Southeast Region at 87% and the South Region at 81%. The CSAT decline suggests areas for improvement in customer experience to boost satisfaction levels.
Average check measures the typical customer spend per transaction. It reflects pricing strategy effectiveness and customer purchasing behavior, impacting overall revenue.
Di Paolo's overall average check is 160.8 BRL, a 17% increase year-over-year. The Southeast Region shows an average check of 172.5 BRL, while the South Region's is 144.3 BRL. The rise indicates customers are spending more per visit, potentially from menu adjustments or increased order sizes.
Number of outlets indicates brand's market presence and reach. Expansion reflects growth and accessibility, influencing market share and customer convenience.
Di Paolo has 13 outlets in the South Region and 8 in the Southeast Region. This distribution highlights regional focus, suggesting strategic expansion and market penetration efforts tailored to these areas.
Identifying top competitors through cross-visitation helps refine competitive strategies. It reveals which brands attract similar customers, informing positioning and marketing efforts.
Di Paolo's top competitors based on customer cross-visitation are McDonald's (8.78%), Coco Bambu (3.86%), Outback Steakhouse (3.46%), Cantina Pastasciutta (3.06%), and Madero (2.79%). These brands capture attention from Di Paolo's customer base, indicating shared market appeal.
Understanding traffic workload by hour helps optimize staffing and resource allocation. This ensures adequate service during peak times, enhancing customer experience and operational efficiency.
Di Paolo's peak traffic workload occurs between 12 PM and 2 PM, with a notable surge also around 8 PM. Minimal traffic is observed during early morning hours (0-9 AM). Resource planning should align with these peak hours to maximize service and revenue.
Analyzing consumer segments by gender and generation informs targeted marketing. Understanding segment affinity allows for tailored strategies, enhancing engagement and brand resonance.
Di Paolo’s customer base shows high affinity towards women (86%) and men (112%). Among generations, Gen X shows high affinity (137%), Gen Y is average (109%), and Gen Z is under-indexed (31%). This suggests marketing should cater strongly to Gen X and women, while exploring strategies to better engage Gen Z.