The two memos from Kevin Moeller describe a
pre-installation projection & analysis and a post-installation analysis. The memos
review their expectations and actual results generated from using the TABLECHECK Seating
Management System. These issues include: improving customer service, increasing table
turns, lowering the wait and, projections of how revenues and profits would be increased.
pre-installation memo | post-installation memo
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Pre-Installtion Review and Analysis
TO: MICHAEL McDONOUGH
FROM: KEVIN MOELLER
DATE : 3-7-98
SUBJECT: CAFE OASIS AUTOMATED SEATING SYSTEM
Situation: Cafe Oasis is often heavily impacted and often runs waits of up to 25
minutes. Managers and host staff are continually searching the outlet for open tables.
Managers are not effectively utilizing their time managing the entire operation by being
locked into the seating challenges during peak impacts. We do not seat as effectively
as possible. Often 2 people are seated on tables for 4, 4 people on tables for 6;
due to uncertainty of tables. This causes stress and low moral for team members and
inconsistency or lack of proper service to the guest from team members.
Target: To maximize our seating capability by seating 2 people on tables for 2, 4 people on tables for 4, etc. To eliminate wasted time running around updating the floor and decreasing wait time. The above will in turn decrease turn time and allow Cafe Oasis to serve more customers per meal period.
Benefit/ROI: Increased daily covers estimated at 50 people per day or an additional 4.5 tables per meal period. The decrease in guest wait time is estimated at 2 minutes per table during maximum impact times. Managers will be freed up to manage all aspects of the operation during heavy periods to ensure standards are followed and sales are maximized. Potential decrease in host staff hours due to labor being used more efficiently. Higher morale for team members due to consistency in seating and accurate rotation. Increased guest satisfaction from enhanced professionalism.
Other/Comments: Non re-occurring system expense estimated at $9,895.00 Also, possible rebates discussed with Table Check if additional Hiltons install seating systems.
Financial Payback Summary
* Additional Revenue Captured: Estimations based on four busy breakfast rushes, four
busy lunch rushes and two and one-half busy dinner rushes per week.( estimations also
based on 2 people per table )
* Breakfast average check per person - $8.35 x 2 ppl. = $16.70 per table
$16.70 x 4 extra tables = $66.80 x 4 busy days = $233.80 per week
* Lunch average check per person - $8.80 x 2 ppl. = $17.60 per table
$17.60 x 4 extra tables = $70.40 x 3 busy days = $211.20 per week
* Dinner average check per customer - $10.30 x 2 ppl. = $20.60 per table
$20.60 x 3 extra tables = $61.80 x 2 busy days = $123.60 per week
$569.00 increase in sales weekly x 40 busy weeks = $21,688.00 additional sales per year
$21,688.00 - $6,290 food cost (29%) = $15,398.50 gross profit
Estimated payback time of 8.5 months (34 weeks)
Post-Installtion Review and Analysis
TO: MICHAEL McDONOUGH
FROM: KEVIN MOELLER
DATE : 9/7/98
SUBJECT: CAFE OASIS AUTOMATED SEATING SYSTEM (UPDATE)
Situation: Cafe Oasis was often heavily impacted and often ran waits up to 25 minutes. Managers and hosts were continually searching the outlet for open tables. As a result, managers were not effectively utilizing their time managing the entire operation by being locked into resolving seating challenges during peak impact times. We were not seating as effectively as possible. Often two guests were sat at a table for four, and four guests at a table for six, due to the staff being unaware of open tables elsewhere. At times, stations were sat in a poor rotation due to uncertainty of tables. This causes stress and lowered moral for team members and inconsistency in regards to proper service to the guest from team members.
Target: To maximize out seating capabilities by seating two guests on tables for two, four guests on tables for four, etc. To eliminate wasted time searching for open tables and to decrease wait time for the guest.
Benefit/ROI: Cafe Oasis has surpassed previous cover counts during a few repeat conventions that were used for benchmarking the seating system. The wait time has also dramatically decreased from a maximum of 25 minutes to 17 minutes [32% decrease in the wait!] since the systems implementation. This has also added to the number of covers that we are able to serve, as well as save the guest's time (ie, California Dental 1996 average breakfast covers were 1,048 with wait times reported of 24 minutes, California Dental 1997 average breakfast covers were 1,088 [covers served up 3.42%!] with wait times rarely over 15 minutes [38% decrease in the wait]). The staff is as pleased with the efficiency of the new system as management is with the value-added attributes for both the hotel and the guest.
Financial Payback Summary
The fact that more guests are being served in a shorter time frame has given us the
ability to maximize sales. With the inconsistency of business, week to week, and with the
overlapping of groups, it is difficult to give accurate cover count increases. On a
consistent basis, however, we have cut wait times in Oasis substantially, increasing guest
service, satisfaction, and their loyalty to return.