Your Pizza Hut business produces lots of data every day, but are you looking at the right numbers in the right way? Delaget studies show that using restaurant analytics can greatly improve operations. What's more, reviewing data trends and applying what you've learned to your business takes only a few minutes each day. Restaurant data expert, Ed Heskett, explains how monitoring the following 5 metrics can streamline your operation. Plus, discover how setting thresholds and goals for each data type can ultimately improve cash flow. Labor Food cost Triples Production Delivery

1. 5 Pizza Hut
Metrics That Matter
Food
Labor
Triples
Production
Delivery

2. LEARN
Why goal setting will improve
metrics.
Why data tracking is the key
part to every successful Pizza
Hut Business.
How following the right
metrics can save you time and
money.

3. 2 Focal Points: Time and Data
+ Use time to:
> Discover patterns and trends
> Find isolated or recurring issues
+ Use data to:
> Stay in front of issues
> Better react to operating problems
> Back your assumptions

4. What do the 5 metrics have in common?

5. Sales Forecasting: Are
your numbers right?
To understand how effective your sales
forecasting is, you need to look back at
various metrics and compare to a goal.

6. Example: Ineffective Forecasting

7. Sales Forecasting Calculation
+ Are you accurate?
+ Look at variance percent every day
+ Percentage should always be + or – 5%

8. Scheduling: What’s in
your toolkit?
Every operator needs the
right tools to create the right
schedule
+ Sales history
+ Marketing forecasts
+ Weather outlook
+ Community planning

9. Scheduling and Hiring
Operators should hire to fulfill their overall “people plan”
+ Communicate
+ Make room
+ Set the bar
+ Time it

10. A great schedule includes:
training of new hires
+ cross training of existing staff
+ development of the management team
+ time for detailed cleaning
….all within the framework of running the business and
caring for the customers

11. 5 metrics that
are affected by
scheduling and
forecasting
1. Labor
2. Triples
3. Food
4. Delivery
5. Production

12. Labor: What do we know?
+ Second largest expense behind food cost
+ Steadily on the rise
+ A number of ways to monitor it

13. Labor: How to measure it
+ Employee productivity
Sales per hour
Hours +/- v. scheduled
+ Transactions per labor hour
+ Overtime
+ Wage average
+ Non-productive hours spent pre-
opening or closing
+ Turnover

14. Labor: The 3 “Rs”
1. The right amount of people
2. The right people
3. And in the right place
Failure to deliver your customer metrics
comes down to this, and, the need to
balance hours and productivity.

15. Triples: What’s the problem?
+ No one wants cold pizza
+ Sending three pizzas with
a driver in one run =
unhappy customer
+ Poor customer satisfaction
has lasting impacts:
Brand image
Poor return rate
Word of mouth

16. Triples: How to monitor
+ Staffing
If your store has a high percentage of triples,
staffing might be to blame
+ Forecasting
Increase in triples can be a result of poor
scheduling and forecasting
Not enough drivers to accommodate demand,
send too many orders with one driver

17. + The largest
expense
+ Ordering, critically
important
+ Borrowing product
costs you time and
money
+ Waste greatly
impacts cost
+ Training plays a
key role in reducing
Food Cost & Variance: What do we know?

18. Food cost: Question to ask
+ Why is my cost so high?
Sales forecasting?
Bouncing?
Waste?
Training?
Accountability?
Theft?
+ Where do I see this in my daily reporting?
+ How should I communicate this issue with my team?

19. Food Cost Goals
1. Level out the bounces in your daily variances
2. Set your store thresholds
3. Coach the team accordingly

20. Delivery: How long is too long?
35 Minutes
+ Delaget data shows that the average customer will remain
loyal to a brand if pizza is delivered within 35 minutes

21. Production: How long is too long?
15 Minutes
+ To aid in speedy delivery, pizza production (from creation to
boxing) should take under 15 minutes.

22. How to meet delivery and
production goals
+ Monitor time averages
+ Identify areas of
concern
+ Turn to your schedule
to address staffing

23. When scheduling and forecasting are on target

24. Recap
+ Sales forecasting:
Stay within +/- 5% of the variance
+ Schedule:
Look at your weekly schedule as a business plan, not a weekly activity
+ Labor:
Connect metrics like triples performance to your executed schedule
Remember the 3 Rights
+ Food Cost:
Track / trend daily variances / get control, limit the bounces
Coach your team
+ Delivery and production:
Set time goals for each metric and turn to the schedule when goals aren’t met
Think of our forecasting and schedule as a way to reach your end goal
= great performance metrics

25. Blog:
www.delaget.com/blog/
Twitter:
@Delaget
LinkedIn:
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