Search among the top brands by number of locations
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Managing Partner, Global Business Development
Search among the top brands by number of locations
See what factors influence Domino's Pizza performance in the Sri Lanka and how they change over time
See what factors influence Domino's Pizza performance in the Sri Lanka 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
An analysis of Domino's Pizza' competitors in the Sri Lanka
An analysis of Domino's Pizza' competitors in the Sri Lanka
Top-5 brands that brand's customers also visit
In Cafés & Restaurants
·Jun – Aug 25
Domino's Pizza is in the top 1% of brands
Sample of brands in the same percentile
Cafés & Restaurants
Market performance percentile shows brand's foot traffic share, revealing its competitive strength and customer preference in the industry.
Domino's Pizza holds a leading market position in Sri Lanka's Cafe & Restaurants industry with a percentile of 99, placing it in the top 1% of brands. This indicates a strong competitive advantage and significant customer preference relative to its peers: Street Burger, P&S (Perera & Sons), KFC, Dindigul Thalappakatti Restaurant, Java Lounge, and Dewa Seafood Restaurant & Cafe.
Customer satisfaction (CSAT) reflects customer sentiment, impacting loyalty and brand reputation, crucial for sustainable growth.
Domino's Pizza's overall CSAT in Sri Lanka is 53%, a decrease of 26.6 percentage points year-over-year. Northern Province shows the highest CSAT at 87% with a 7 percentage points increase, while other provinces show declines: Southern (60%), Central (58%), North Western (55%), and Western (50%). This mixed performance suggests regional variations in customer experience require targeted strategies.
Average check reveals spending patterns, reflecting pricing strategy, menu appeal, and customer purchasing power.
Domino's Pizza's average check in Sri Lanka is 2.9K LKR, a 26.7% increase year-over-year. North Central Province has the highest average check at 4.3K LKR, while Central Province has the lowest at 2.7K LKR. This suggests regional differences in order value, possibly due to menu preferences or economic factors.
Outlet count indicates market presence, brand accessibility, and expansion strategy.
Domino's Pizza has 33 outlets in Sri Lanka, predominantly in the Western Province. Other provinces have fewer outlets: Southern (4), North Western (3), Central (3), North Central (1), Sabaragamuwa (1), and Northern (1). This distribution indicates a concentration in the Western Province, suggesting potential expansion opportunities in other regions.
Analyzing competitors reveals market dynamics and opportunities for differentiation.
Domino's Pizza's top competitors in Sri Lanka, based on cross-visitation, are Pizza Hut (16.79%), KFC (9.64%), P&S (Perera & Sons) (6.96%), Dinemore (5.00%), and Barista (4.82%). This indicates customer overlap and suggests that Domino's Pizza should consider these brands when formulating competitive strategies.
Traffic workload distribution shows peak hours, enabling staffing and resource optimization.
Domino's Pizza experiences peak traffic in Sri Lanka between 11:00 AM and 10:00 PM, with the highest workload occurring between 5:00 PM and 7:00 PM (57.97% - 70.78%). There is virtually no traffic between 1:00 AM and 7:00 AM. This highlights the importance of staffing and resource allocation during these peak hours to ensure optimal service.
Understanding consumer segments enables targeted marketing and product development.
Domino's Pizza in Sri Lanka shows a higher affinity among women (91%) and men (107%). Gen Y exhibits a higher affinity (112%), while Gen X (75%) and Gen Z (68%) are under-indexed. This suggests marketing efforts should consider gender-specific preferences and focus on strategies to engage Gen X and Gen Z.