From millions to Billions: amplifying the revenue of a restaurant chain

"Case study" on how preparing the digital transformation of a restaurant chain.

Document is aimed to answer several questions in 3 parts:

Part I:
- How do you structure your first four weeks and what do you hope to achieve within your first and second quarter? Please structure Q1 and Q2 results as OKRs.
- Looking at our current CRM Loyalty App, EC store, and overall innovative opportunities in our stores, what would be the first steps you would choose and why?

Part II:

- You are in charge to source a high-performing team and coordinate with engineers, Restaurant Operations, and other team members.
- Which solutions would you build in-house and which would you outsource?

Part III:

- How would you upgrade our backend Tools to optimize store operations (ie. Shiftplanning, Revenue Forecasting etc.)?
- Next to innovating our POS systems, working on digital menus, building up
- Order & Pay systems and updating restaurant tools, which other tech advancements would you like to introduce and why?
- Which effect would they have on our company?

Transcript

1. From millions to billions Marc-Alexandre Cartiant 2022-04-28
2. Part 1: Looking at our current CRM Loyalty App, EC store, and overall innovative opportunities in our stores, what would be the fi rst steps you would choose and why?
3. Step 1: Data collection Management has to: - Describe the corporate OKR - Describe the perceived pain-points - Share the following data: - average basket value (of fl ine-online) - order volume per SKUs/Category - how many clients total/new/recurring (how does the 1M/year splits between online and of fl ine) -month/day - POS: how much was already invested? - POS: what is used how it can be connected with 3rd part systems? - what kind of setup is required with the inventory management
4. Step 2: Roadmap Removing fi ctions Accelerating innovation Saving cost In-store - POS and stock management - Mobile order and pay Mobile/Web application - Fixing the UI/UX of the app - Royalty program 
 - Implement NFT - Vendor Management External EC-site(s) - Af fi liate - leveraging dark stores? Management has to settle priority on 3 axes: 1. removing fi ction -> revenue loss prevention 2. accelerating innovation -> revenue augmentation or at least, matching competition 3. cost saving For each “business unit”: 1. in-store, 2. mobile/web application 3. External EC-site(s) -> outside The expected result is to have a consensus from the Management on the key priorities based on a matrix - similar to the example below- for year Q1/Q2.
5. Step 3: OKR de fi nition for Quarter 1 (Example) Objective: Make the mobile experience great again to increase loyalty and e-commerce Key results How to App/mobile engagement to increase by 10% Fix the broken fl ows in the existing app App conversion to increase by 10% Implement the concept of NFT badges CEO’s time managing digital vendor for the app to be reduced to 0 Operations hand-over OKR for Q2 will depend on step 1 and step 2
6. Part 2: You are in charge to source a high-performing team and coordinate with engineers, Restaurant Operations, and other team members. Who would you get on board and why? Which solutions would you build in-house and which would you outsource?
7. In-house vs outsource depends on: 1. The type of work to be created and maintained overtime 2. Redundant resources to take-on the work 3. Speed, quality, cost (direct and management) Step 1: Assessment Sourcing criteria when assessing a supplier/employee • Someone/company I’ve worked with in the past • Portfolio • Experience • Google check • Means of introduction • Field test if possible
8. Step 2: Example of stakeholders sourcing Item Example of choice Why Services architecture Expert in Services Architecture for 20 years Design - Information Architecture - Surface Design Built the app of one of the biggest food chain stores in Japan 
 5 stars rated) EC-Commerce platform to manage crafted customer journey POS integration Knows POS for decades, including catering Operations optimisation Knows Retail for Decades Customer support integration and process automation Knows SMEs for decades All those people have a solid background in their respective fi elds.
9. Part 3: (multiples points)
10. How would you upgrade our backend Tools to optimize store operations (ie. Shiftplanning, Revenue Forecasting etc.)? Step 1: Investigation 
 - Why upgrading? - What are the issues with the current tool? 
 - What are the critical backend tools missing for now? Step 2: Selection (depends on the above) Step 3: IT operations of the upgrade Depends on: - If a downtime is acceptable or not - If there’s data migration or not - If there’s a progressive deployment (ex: 1 store one by one or “big- bang”) - The impact of the change (same vendor/system) -> something completely new? - Change management preparation for the staff
11. Which other tech advancements would you like to introduce and why? STEP 1: Analyse - Gather from multiple stakeholders (including end-users) and retail-tech intelligences opportunities - De fi ne and factorise opportunity in terms of cost development/deployment/change management - Experiment as a hands-on "POC" and con fi rm the ROI of new technology (via A-B testing by comparing stores) - Pilot the deployment by calculating the cost (guidelines and procedures to validate) - Prioritize the change in the roadmap among the other features using forecasted ROI/ OKR
12. Thank you ! Linkedin || Projects Portfolio || Twitter || Medium Marc-Alexandre Cartiant