Clark, Tim, Next Generation Table Management, Hospitality Technology, June 2007
Next Generation Table Management
Summary
Restaurateurs strive to increase revenue in their facilities every day. Throughout the restaurant industry it is a known fact that for leading casual dining ventures like T.G.I. Friday's, and BJ's Restaurants that turning tables fast and efficiently can generate more revenue. These restaurants also want to create a unique dining experience for the customer while still getting them in and out the door as quickly as possible.
BJ's Restaurants, Inc. decided to invest in a table management solution in 2005. This change in BJ's began a new vision for the company in everything from the entrance of a guest, to printing checks for the back of the house staff all because of innovative technology. BJ's researched their technology venture and decided on QSR Automations. ConnectSmart Hostess from QSR Automations combines speed of service, production and sales data to increase table turns and seat utilization by serving more accurate wait times. Essentially offering BJ's the ability to have a systematic approach to seating their guests.
T.G.I.Fridays was also recently in the market for creating a better guest experience with table management solutions. Friday's used a pilot from vendor JTech which inevitably they purchased from Micros in 2005 provided a better table availability diagram. JTech enables faster mobile status updates, a custom view of wait lists, floor plans, and on screen keyboard and handwriting recognition input.
Finally, in Atlanta, GA a restaurant, Aqua Blue, was eager to try to credit card processing technology. On the Spot, by Verifone, was the new table management system that Aqua Blue best fit their facility. Essentially the staff brings a machine and the bill to the table, swipes the credit card, and hands it back to the guest. The whole process takes place in front of the guest which puts the guest at ease with an extra level of satisfaction and then allows the server to handle the transaction right then and there. New table management systems have become more evident in the hospitality industry, but still have considerable room for growth in the future market.
Reflection
I feel that technology in the restaurant industry is making huge strides in accommodating the ultimate guests needs. These "extra levels of satisfaction" that a customer can now enjoy because of the new table management systems is outstanding. These systems allow the servers to be extremely productive, they allow for facilities to generate more revenue, and they supply the customers with the most effective service possible.
The continued partnering venture between BJ's and QSR Automations has given the restaurant's greeters and seaters information to lower the amount of time that seats are empty and ultimately increase the number of guests seated during a busy time at the property. This table management system works well for their facility while the JTech Host Alert system works well for T.G.I. Friday's In the Tyson's Corner Mall in McLean, Virginia D'Anna, Regional Director of T.G.I. Fridays, has recommended the full scale launch of Micros new system in this 400-seat property. The reduced wait time and obvious positive customer feedback has proven profitable for T.G.I.Friday's business developments. All of the systems appear to be a crowd pleaser in the hospitality industry and will continue to make leaps and bounds in the next couple years because the guest expectations can always be exceeded!!
Sunday, September 30, 2007
Sunday, September 16, 2007
Blog Posting #1
Terry, Lisa, Hospitality gets smart (Eight proven tactics for a successful business intelligence strategy), Hospitality Technology, June 2007
Hospitality gets smart
Summary
In today's thriving environment business intelligence and performance management has climbed to $23.8 billion, up 3.6% from the precious year. Hospitality Technology has identified eight key points in any success full business intelligence (BI) strategy starting with "knowing what you want to do and starting simple." Essentially this means beginning your operation with a POS, PMS, or labor system and then gradually adding more pertinent information. Next is "selecting a tool that fits those needs," meaning that because BI is such a rapidly growing and changing tool the "infrastructure" must be prepared for future demands. Next is "making sure data is clean and accessible, " meaning that all data entails a common data dictionary so new and old data meets the same standards. Forth is "standardizing data" by way of similar names of items on its menus because BI is more efficient when data is able to be accessed quickly. Fifth is being able to "work closely with operations and other users" by allowing the users to become accustomed to the colors and graphics of the program. Next is the ability to "set expectations appropriately" by realizing that despite ones best efforts to tweak all imperfections that everything is prone to change. Next is remembering to always, "keep it simple." It is often hard to change everything at once, but if you take it in phases and remember to uphold the organizations goals then nothing is impossible. Finally "don't ignore cultural issues." BI atmospheres are half technology and half philosophy/culture. By only addressing one of the issues management can lead to failure and create below average results.
Reflection
I felt that this article was helpful for a basic start-up company or a franchise with a new management company. These guidelines are very essential and necessary in today's growing and changing hospitality industry. The steps that I found to be extremely relevant were to "keep it simple," "standardizing data," and "work closely with operations and other users." Companies did not always start at the top, they initially begin small and work their way up. It is always important to be prone to change and stay alert towards future advancement for the company. Also if you standardize everything then there is less room for error in the future. From my experience in the hospitality industry I know that when the PMS (micros) system is failing it can cause major delays, disappointment and frustration of customers, and give the company a bad reputation. I would recommend this article for many hospitality professionals because it provides them with a simple breakdown of a successful business intelligence strategy.
Hospitality gets smart
Summary
In today's thriving environment business intelligence and performance management has climbed to $23.8 billion, up 3.6% from the precious year. Hospitality Technology has identified eight key points in any success full business intelligence (BI) strategy starting with "knowing what you want to do and starting simple." Essentially this means beginning your operation with a POS, PMS, or labor system and then gradually adding more pertinent information. Next is "selecting a tool that fits those needs," meaning that because BI is such a rapidly growing and changing tool the "infrastructure" must be prepared for future demands. Next is "making sure data is clean and accessible, " meaning that all data entails a common data dictionary so new and old data meets the same standards. Forth is "standardizing data" by way of similar names of items on its menus because BI is more efficient when data is able to be accessed quickly. Fifth is being able to "work closely with operations and other users" by allowing the users to become accustomed to the colors and graphics of the program. Next is the ability to "set expectations appropriately" by realizing that despite ones best efforts to tweak all imperfections that everything is prone to change. Next is remembering to always, "keep it simple." It is often hard to change everything at once, but if you take it in phases and remember to uphold the organizations goals then nothing is impossible. Finally "don't ignore cultural issues." BI atmospheres are half technology and half philosophy/culture. By only addressing one of the issues management can lead to failure and create below average results.
Reflection
I felt that this article was helpful for a basic start-up company or a franchise with a new management company. These guidelines are very essential and necessary in today's growing and changing hospitality industry. The steps that I found to be extremely relevant were to "keep it simple," "standardizing data," and "work closely with operations and other users." Companies did not always start at the top, they initially begin small and work their way up. It is always important to be prone to change and stay alert towards future advancement for the company. Also if you standardize everything then there is less room for error in the future. From my experience in the hospitality industry I know that when the PMS (micros) system is failing it can cause major delays, disappointment and frustration of customers, and give the company a bad reputation. I would recommend this article for many hospitality professionals because it provides them with a simple breakdown of a successful business intelligence strategy.
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