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 Oliver's performance in the Australia and how they change over time
See what factors influence Oliver's performance in the Australia 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 Oliver's' competitors in the Australia
An analysis of Oliver's' competitors in the Australia
Top-5 brands that brand's customers also visit
In Cafés & Restaurants
·Jun – Aug 25
Oliver's is in the top 1% of brands
Sample of brands in the same percentile
Cafés & Restaurants
Market performance percentile reveals brand's share of foot traffic, competitive strength and customer preference in the industry.
Oliver's holds a leading position in the Cafe & Restaurants industry in Australia with a market performance percentile of 99, placing it in the top 1%. This indicates a strong competitive advantage and high customer preference relative to its peers. Performance peers within the same percentile range include Gnocchi Gnocchi Brothers, Casa Nova Italian Restaurant & Bar, Max on Hardware, Westside Hotel, Surena Persian Restaurant and Victoria's Pizza N Beyond.
CSAT is crucial, showing customer loyalty and likelihood of repeat business. A higher CSAT often correlates with positive brand perception and revenue growth.
Oliver's overall customer satisfaction (CSAT) is 69%, a 4.5 percentage point increase year-over-year. Victoria shows the highest CSAT at 88%, while Queensland has the lowest at 55% with a decrease of 19.9 percentage points. This suggests a need to investigate the reasons behind the decline in Queensland's customer satisfaction to improve overall performance.
Average check reflects customer spending per visit. Monitoring this KPI helps in understanding revenue trends and the effectiveness of upselling strategies.
Oliver's average check is 20.7 AUD, a 2% increase year-over-year. Victoria has the highest average check at 22.9 AUD. These values indicate stable customer spending, with the growth suggesting positive revenue trends and potentially successful upselling initiatives.
Outlet count indicates brand reach and market presence. Growth in outlet numbers can signify expansion and increased accessibility for customers.
Oliver's has 9 outlets in New South Wales, 5 in Victoria, and 1 in Queensland. The distribution of outlets highlights New South Wales as a key market, while Queensland presents an opportunity for expansion.
Knowing key competitors and cross-visitation helps refine marketing. This focuses on customer retention and attracting customers from competing brands.
Oliver's top competitors based on customer cross-visitation are McDonald's (19.83%), KFC (7.76%), Hungry Jack's Burgers (3.45%), Red Rooster (3.45%), and Icy Spicy (2.59%). McDonald's is a major competitor. This suggests a need to differentiate Oliver's offerings and marketing to capture a larger share of customers who also visit these brands.
Traffic workload patterns show peak hours, informing staffing and marketing. Data allows optimized resource allocation and promotional timing.
Oliver's experiences peak traffic between 8 AM and 1 PM, with a maximum workload around 12 PM (59.24). Traffic is minimal during the night. Oliver's can optimize staffing, promotions, and resource allocation to match this peak demand and ensure efficient service during these hours.
Understanding consumer demographics is key to targeted marketing. Gender and generational insights enable messaging and product offers.
Oliver's customer base shows a high affinity among women (Index 108) and Gen X (Index 294). Men are under-indexed (Index 93). Gen Y and Gen Z show less engagement. Marketing should leverage the high affinity with women and Gen X, while strategies can be tested to better engage men, Gen Y, and Gen Z.