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 Fujiya performance in the Japan and how they change over time
See what factors influence Fujiya performance in the Japan 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 Fujiya' competitors in the Japan
An analysis of Fujiya' competitors in the Japan
Top-5 brands that brand's customers also visit
In Cafés & Restaurants
·Jun – Aug 25
Fujiya is in the top 1% of brands
Sample of brands in the same percentile
Cafés & Restaurants
Market performance percentile shows brand’s share of foot traffic, revealing its competitive strength and customer preference.
Fujiya's market performance is at the 99th percentile, marking it as a leading brand in the Cafe & Restaurants industry in Japan. This high percentile indicates a strong market presence and customer preference relative to its competitors. Performance peers in the same percentile range include Ramen Tanaka soba, Hamakatsu, Akamon and Chanponteiso, suggesting similar market standing.
Customer satisfaction (CSAT) reflects customer contentment, directly impacting loyalty, brand reputation, and revenue growth.
Fujiya's overall customer satisfaction is 67%, a decrease of 4.1 percentage points year-over-year. Kyoto Prefecture shows the highest CSAT at 93% with a significant increase of 46 percentage points. Kanagawa and Saitama Prefectures experienced CSAT decreases. The trend indicates fluctuating satisfaction levels, calling for strategic focus on underperforming regions.
Average check is crucial for understanding customer spending habits and revenue trends, guiding pricing and marketing strategies.
Fujiya's overall average check is 2000 JPY, down 0.6% year-over-year. Osaka Prefecture has the highest average check at 2600 JPY. Saitama, Chiba, Kanagawa and Aichi Prefectures have lower average checks, with Aichi having the lowest at 1600 JPY. Dynamic data reveals fluctuations, highlighting the need for adaptable pricing strategies.
Outlet count indicates market reach, brand presence, and growth potential, reflecting investment and customer accessibility.
Fujiya has the most outlets in Ibaraki and Saitama Prefectures (21 each). Chiba Prefecture has 16 outlets, while Osaka has 10. Aichi has 9 outlets. Hokkaido and Kanagawa both have 7 outlets. This distribution reveals regional focus areas and opportunities for expansion in under-represented prefectures.
Understanding competitors' customer overlap informs targeted marketing and helps identify opportunities to gain market share.
McDonald's is the most frequently visited competitor by Fujiya's customers (15.47% cross-visitation), followed by '店' (14.13%), Starbucks (9.6%), Saizeriya (8.8%) and '店' (7.73%). This data indicates significant customer overlap with these brands, requiring competitive strategies to retain and attract customers.
Traffic workload analysis identifies peak hours, enabling optimal staffing, resource allocation, and targeted promotions.
Fujiya experiences peak traffic workload between 10:00 and 17:00, with the highest workload at 13:00, 14:00 and 15:00. Traffic is significantly lower during early morning hours (0:00-8:00) and late evenings (20:00-23:00). This distribution informs staffing decisions and targeted promotions during peak hours to maximize efficiency.
Consumer segment analysis guides marketing efforts by identifying key demographics and tailoring strategies for optimal impact.
Fujiya's customer base shows a higher affinity towards women (94) compared to the average, while men are over-indexed (104). Gen X is significantly over-indexed (133), indicating a strong affinity, while Gen Y is under-indexed (86). Gen Z shows the lowest affinity (19). Targeted strategies should cater to Gen X and consider methods to engage Gen Y and Z.