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Vinkal Chadha
Managing Partner, Global Business Development
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
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
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
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
Available by subscription
Available by subscription
See what factors influence Pizza do Rão performance in the Brazil and how they change over time
See what factors influence Pizza do Rão performance in the Brazil and how they change over time
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 brands by number of locations
Discover your traffic workload during different times of the day
An analysis of Pizza do Rão' competitors in the Brazil
An analysis of Pizza do Rão' competitors in the Brazil
Top-5 brands that brand's customers also visit
In Cafés & Restaurants
·Jul – Sep 25
Pizza do Rão is in the lower 21% 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 in the industry.
Pizza do Rão's market performance is in the lower 21% in Brazil's Cafe & Restaurants industry, indicating a below average/lagging position. This means the brand captures less foot traffic compared to competitors. Performance peers in the same percentile include Francesca Gelato, Caffè & Forno, noPorto Espaço Lounge, Na Vila Burguer, Hajime Sushi Tucuruvi, Baita Xis e Petiscaria | Petiscaria em Tramandaí/RS | Música ao Vivo, and Panificadora Nogueira.
Customer satisfaction (CSAT) reflects customer happiness, impacting loyalty and revenue. Tracking CSAT helps identify areas for service improvement.
Pizza do Rão's overall CSAT is 37%, a decrease of 11.5 percentage points year-over-year. This indicates a significant decline in customer satisfaction. The Southeast Region mirrors this trend with a CSAT of 37% and a decrease of 11.4 percentage points. The CSAT trend shows fluctuations, peaking at 50% in August 2025.
Outlet count indicates brand reach and market presence. Tracking outlet distribution informs expansion strategies and market penetration efforts.
Pizza do Rão has 36 outlets in the Southeast Region, representing the majority of its locations. It also has 1 outlet each in the Central-West, North, and Northeast Regions. This distribution highlights a strong presence in the Southeast Region with limited presence elsewhere.
Competitor analysis identifies key rivals and customer overlap. Understanding competitor visitation patterns informs targeted marketing and retention strategies.
Pizza do Rão's customers also visit Galeto Central, Pasta di Colina, BORDA E LENHA, RIO SPORT BAR, and Puro Suco, each with a cross-visitation rate of 6.25%. This indicates these brands are direct competitors attracting a similar customer base.
Traffic workload analysis reveals peak hours and customer flow. Understanding traffic patterns optimizes staffing and resource allocation for efficiency.
Pizza do Rão experiences peak traffic between 17:00 and 23:00, with the highest workload at 21:00 (52.51). Traffic is minimal between 0:00 and 9:00. This data suggests focusing resources and staffing during evening hours to meet customer demand.