case background
sushi industry is an emerging industry that has only developed in recent years. The nutritional value of sushi is relatively high, so its consumer population is relatively wide and basically distributed in all age groups. The broad audience determines that various sushi restaurant operators should make the taste of their own sushi restaurants meet the preferences of consumers of various flavors as much as possible. It is very important for sushi restaurant operators to give their stores a broad development prospect.
The competitiveness of sushi restaurants is relatively strong among many catering delicacies. Such strong competitiveness will naturally bring better business to sushi restaurants. Why is sushi restaurant so competitive? The main reason is: the price is very affordable. This is because the cost of noodles is inherently low, so the food made from noodles is naturally affordable. However, the low cost of noodles does not mean that it has a poor taste. On the contrary, noodle delicacies will produce a lot of flavors and are very delicious when paired with various dishes. This is why the products in sushi restaurants are cheap and delicious, so they can attract a large number of consumers.
The market potential of sushi restaurants is very great. But before opening a sushi restaurant, you still have to fully investigate the market. First, you need to go to the sushi restaurant to inspect the market situation. The market situation mainly includes the habits of local consumers and the tastes that consumers like. After understanding these, you can position your own sushi restaurant’s characteristics and plan your own sushi restaurant. This will help to fully tap the market potential of sushi restaurants. Because of the great market potential, but I don’t explore it well, this is useless for the development of sushi restaurants. Therefore, only after fully understanding the market and developing the market in a targeted manner can one enable one's sushi restaurant to enter the market and have good development.
Methodology
uses Shunwei City Map (www.data-dance.com) business district map analysis products for big data map analysis to help yourself obtain business district-related data. Choose to use the business district map analysis product of Shunwei City Map (www.data-dance.com) for big data map analysis to help yourself obtain business district-related data.
1. Through customer base portraits, understand the population type near the business district and choose whether to target the residents or working people. At the same time, based on the portrait of the business district customer group, the corresponding target customer group is clarified.
2. Through supporting facilities, understand the distribution of supporting facilities in the business district and obtain the centralized location of the customer cluster. Through store rental information, better select the location of the business district.
3. Through the surrounding business formats, understand the distribution of related business formats of mobile phone stores around the business district, help stores seek profits and avoid harm in the business district, and choose more suitable locations.
Details analysis
With the continuous improvement of people's living standards and the increasing degree of openness to the outside world, this has made foreign cuisine a common dish in people's daily life, especially Japan, which is closer to China. Judging from the current market, the people who eat sushi are still mainly young people. The main reason for this situation is that the Japanese delicacy of sushi is exquisite in shape, has a relatively distinctive taste, and is very convenient and fast to eat. This is the consumption habit of young people. For the elderly, sushi does not suit their taste.
Because the market size is large enough, the market prospects are also very good, and the threshold is not particularly high, so many people currently want to try opening a sushi restaurant. Before opening a store, they must conduct some research on the customer groups around the store. Only if you have a deep understanding of the customers can you better position your sushi restaurant. Generally speaking, I think the following indicators need to be considered (the source of the following data I use is: Shunwei City Map http://www.data-dance.com, the platform has the final interpretation right):
Customer portrait
From the picture above, you can see that the population in this area is relatively large, and the population density is also relatively large. And from the picture Shanghai, we can see that the population distribution in this area is relatively dense, which will also bring a certain promotion effect to the development of new stores. Moreover, for the development of the store, population is the basis for the development of the store.
Real Estate Information
From the real estate information, we can see that there are a large number of communities in this area, which will bring certain fixed customers to the new store.
peripheral competitors
From the picture above, you can see that the number of sushi restaurants in this area is relatively small, which will make the competitive pressure in this area less. The smaller economic pressure will be more conducive to promoting the development of stores in this area. However, fewer stores will allow stores in this area to have relatively fixed customers, which requires new stores to have a higher service level and environmental atmosphere to increase the competitiveness of the store.
summary
Nowadays, people buy sushi not only to fill their stomachs, but more to enjoy such a process of tasting delicious food. Sushi restaurant operators should constantly adjust their positioning and innovate as the consumer's mentality changes, so that they can always meet consumers' needs for catering.
People open stores relatively freely but need to inject more effort. Opening a store should start from the offline line, visit more and investigate more, and finally choose a more suitable location for the store in the business district.
