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 スバカマナ performance in the Japan and how they change over time
See what factors influence スバカマナ performance in the Japan 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
In Cafés & Restaurants
In Cafés & Restaurants
An analysis of スバカマナ' competitors in the Japan
An analysis of スバカマナ' competitors in the Japan
Top-5 brands that brand's customers also visit
In Cafés & Restaurants
·Jul – Sep 25
スバカマナ is in the lower 24% 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.
スバカマナ is in the lower 24% of brands, indicating a below average market performance. This suggests the brand captures less foot traffic compared to competitors. Performance peers in the same percentile range include カキノミ 〜牡蠣のお店〜 錦店, Bricolage bread & co., 余市番屋, Yokaro, デザイナーズ個室シェフが作る贅沢イタリアン食べ放題ARBUONO（アルボーノ）静岡駅前, and ROOM CAMPING enen Kyoto Kawaramachi Korean Restaurant.
Customer satisfaction (CSAT) reflects customer happiness, impacting loyalty, retention, and brand reputation in the Cafe & Restaurants industry.
スバカマナ's overall CSAT is 81%, a 0.6pp increase year-over-year. This indicates positive customer sentiment. In Aichi Prefecture, the CSAT also stands at 81%, with a similar growth of 0.6pp. The CSAT dynamic data shows fluctuations between 75.86% and 81.82% during the period.
Outlet count indicates brand reach and market presence, affecting accessibility and overall revenue potential.
スバカマナ has 16 outlets in Aichi Prefecture. This indicates a moderate level of market presence within the region. There is no growth data available, suggesting the number of outlets remained constant during the reporting period.
Competitor analysis identifies key rivals, informing strategies to gain market share and customer loyalty.
The top competitors for スバカマナ, based on customer cross-visitation, are 店 (10.81%), Maruha (8.11%), Starbucks (8.11%), Baby Face Planet's (5.41%), and Sushiro (5.41%). This suggests that customers who visit スバカマナ also frequent these establishments, indicating potential areas for competitive differentiation.
Traffic workload analysis optimizes staffing and resource allocation, enhancing operational efficiency and customer experience.
スバカマナ experiences peak traffic workload between 11:00 and 19:00, with the highest activity around 12:00 (64.43%). Traffic is minimal during the early morning hours (0:00-8:00) and late evening (22:00-23:00). This data informs optimal staffing and resource allocation strategies.
Understanding consumer segments enables targeted marketing, improving engagement and ROI by tailoring strategies to specific demographics.
スバカマナ's customer base shows a higher affinity towards Men (136) compared to Women (51). Gen X shows a very high affinity (397). This suggests that marketing efforts should consider the preferences and behaviors of these over-represented groups.