Chains - Franchises
Serving Up Success
The restaurant market is challenged with renewing its strategy and image to keep up with a changing and demanding consumer consumption of new food experiences.
Changes in people's habits as well as an increase in the middle class, have driven the growth of fast food and casual dining. The consumer is changing because their lifestyle has changed, with more options and the growth of the middle class leads to higher consumption.
In order to achieve operational efficiency and relieve pressure on the flow of the business, it is necessary to reduce sales costs (shrinkage control and improved negotiations with suppliers), reduce operating expenses and increase sales (processes focused on service and shopping experience).
Comercial and Logistics
- • Active sales model, including new products and promotions based on the strategies of the chain or restaurant.
- • Customer service model.
- • Suggested sales methodology.
- • Implementation of a monitoring system, focused on results.
- • Strategies linked to the marketing plan that generates more traffic in the restaurants.
- • Budget control model that guarantees the effective management of expenses.
- • Negotiation model for the purchase of raw materials and packaging supplies.
- • Supplier service level management tool / MP and WIP inventory analysis.
- • Development of new suppliers to reduce costs.
- • Increase in total restaurant sales.
- • Increase in the average ticket.
- • Increase in customer traffic.
- • Increase in the level of customer service.
- • Customer loyalty, increase in recurrence.
- • Decrease in spending accounts.
- • Expense budget control.
- • Reduced cost of sales.
- • Quality assurance of raw materials.
Floor Control (Kitchen)
- • Tools to control maximum and minimum raw materials in the kitchen.
- • Implementation of direct cost control culture in kitchen managers (waste management).
- • Preparation model that guarantees the use of recipes.
- • Production control logs.
- • Production control tool to measure productivity through the TVC (Time, Velocity and Quality) indicator.
- • Standardization of dishes.
- • Reduction of waste.
- • Efficient use of raw materials.
- • Decrease in preparation times.
- • Increased customer service.
"As a result of our personnel’s enthusiasm and London’s methodology, I hereby highlight the project’s most important achievement: an 18.1% increase in earnings before taxes, depreciation and amortization (EBITDA)."
Director of Development and New Businesses Grupo INTUR