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Tracks back office solution - Introduction
- 1. Introductory Discussion and Demonstration
- 2. Tracks is an operator embraced restaurant back office solution designed for best practice efficiency, built on scalable cost effective technology, delivered at or below competitive systems and without the headaches. Product Definition
- 3. Cost Savings: Labor .5 to 1% ($400K to $800K) Product 1% to 3% ($1.2M to $3.6M) Store level time savings – 30 minutes per day Corporate level time savings – 30 minutes per store per day ($400K) Total savings - $2M to $4.8M per year Expected Results
- 4. Tracks – Foundation Tracks – Supply Chain Tracks – Labor Tracks – Facilities Tracks – Guest Feedback Tracks – Intelligence Product Suite
- 5. Robust functionality with masked complexity System does more, managers do less Embedded best practices to deliver expected results Solution built for the entire enterprise, let POS, ERP do what they do best & fill the rest Built on today’s well known market leading technology All of what is needed, nothing that’s not Key Design Principles
- 6. Daily sales - enter actual cash deposit Purchase Order - enter quantity if other than suggested Inventory – count “A” items daily Restaurant Payroll – employee and clock data from POS, flag compliance exceptions Labor Scheduling – build new from template or forecast Reporting – tell me where to act Financial Analysis – data dynamically connected to Excel A few examples…
- 7. Built back office solution for Chart House Enterprises in mid-90’s. If we had the chance to do it again… Reengaged in 2001, placed our bet on Microsoft solutions (SharePoint, SQL Server) and built from ground up Operating hosted and self hosted for over 8 years, multiple concepts, over 300 locations 100% client retention Delivered results Our Story
- 8. Some of Our Clients
- 9. Sales: POS interface Daily Sales reporting Cash management Payment reconciliation GL interface Restaurant Payroll: Time clock capture Time clock edits Break compliance HRIS interface Enterprise reporting: Sales, labor, PMIX Preformatted and Excel reporting formats Enterprise wide visibility Tracks Foundation
- 10. Inventory: Physical counts Usage/Cycle counting Variance analysis Transfers Purchasing: Order Guides Ordering/Receiving Electronic PO and invoicing EDI Flexibility for all suppliers Product Costing: Recipe management Prep management Actual and theoretical costing Usage analysis Tracks Supply Chain
- 11. Labor scheduling: Labor forecasting Template and forecast based schedule development Event calendar Labor cost control: Alerts for overtime Alerts for labor law restrictions Employee portal: Internet schedule access Restaurant schedule visibility Workflow-enabled shift requests Tracks Labor
- 12. Maintenance requisitions Payment processing Activity reporting Maintenance and service history Tracks Facilities
- 13. Web site feedback capture Response management Performance reporting Tracks Guest Feedback
- 14. Balanced Scorecard: Balanced Scorecard-based reporting KPI reporting Utilizes MS SP Performance Point Server Business Intelligence: Market Basket Analytics Menu Analysis Sales Analysis Labor Analysis Utilizes MS BIDS Tracks Intelligence
- 15. How is Tracks built
- 18. Store Level Payroll
- 19. Procurement
- 20. Inventory & Product Costing
- 22. Enterprise Level Payroll
- 23. Facilities Maintenance
- 24. Item & Recipe Management
- 26. Scorecard
- 37. Train project team members
- 40. Operate Contract
- 41. Project Plan
- 44. Team org chart, responsibilities, time commitments
- 45. Vision Statement
- 46. Business Case
- 49. Executive Sponsor - RRT
- 50. Project Manager
- 51. Team Leads (PB IT, Call Center, AppDev, Deployment, Communication)
- 53. All project team membersKey Participants 21
- 55. Develop BU training course
- 56. Revise all affected content & materials
- 57. Build out Call Center
- 58. Assemble and train deploy team
- 59. Conduct SD pilot (Proof of Concept), conduct BST Pilot (Proof of Operations)
- 60. Develop Business Case (Proof of Economics)
- 61. Deploy throughout all locations
- 63. Determine telephony, app, process, training, and documentation changes
- 64. Develop Telephony and Call Center buildout/ramp up plan
- 66. Monitor on going progress
- 76. Inventory of app dev work units
- 78. Inventory of affected PB materials (site content, shift management course, manuals)
- 79. Baguette U course design
- 80. Team Site
- 83. All project team members
- 84. PB & RRT Deployment support team
- 88. RRT Call Center team
- 89. Project Manager
- 90. Team Leads (PB IT, Call Center, AppDev, Deployment, Communication)
- 91. Project Manager
- 92. Executive Sponsor – Panera Bread
- 93. Executive Sponsor - RRTKey Participants 22
- 95. Manage customer and catering orders
- 98. Identify and implement refinements
- 100. Happy Associates
- 101. Increased revenues
- 102. Refined processes
- 103. Refined application
- 105. Panera Bread Support Center Associates
- 106. Café Associates
- 107. Project Manager
- 108. Team Leads (PB IT, Call Center, AppDev, Deployment, Communication)Key Participants 23
- 109. How will the roll out work? Deploy August September October November December 2012 forward OnBoard Assemble and Orient Team Configure and Integrate SW San Diego Café Pilot Ramp Up Call Center Train Café Associates Go Live and Support Validate Proof of Concept Assemble and Orient Team Boston Café Pilot Train Café Associates Go Live and Support Validate Proof of Operations Validate Proof of Economics District 015 Go Live & Support Companywide Deployment District nnn Go Live & Support … 24
- 111. Dedicated, trained, and highly skilled team
- 112. Common goals
- 113. Shared expectations
- 114. Realistic plan
- 115. Adequate resources
- 116. Effective transition from deployment team
- 117. Effective measure and refinement process
- 118. Adequate operate resources
- 119. Celebrated shared successes
- 120. Strong RRT & Client project managers
- 121. Effective & efficient communication methods
- 122. Realistic risk management plan
- 123. Known & reasonable requirements
- 124. Effective & efficient scope management process
- 125. Productive work environment (technology, facilities, collaboration tools)
- 126. Committed & capable user communityKey Success Factors 25
- 127. POS owned (a) Enterprise reporting (b) Fully Featured (c) Over Featured (d) Integrated F&A (e) Legacy/Time share (f) Small, client co-authored (g) Competition c a d Ability to Execute b e g f Completeness of Vision
- 128. Personalized service and support - Solution delivered and supported by solid, well known, reputable local firm. Solution configurable to unique needs. What you need and all of it - Full featured but masked complexity, easy to use, fully utilized, and operator embraced. Delivers the results - Produces cost savings, recaptures lost admin time, and delivers actionable information to better compete. Built upon familiar, lower cost technology - Lowers total cost of ownership and flattens learning curve by using existing Microsoft-based technology platform. Affordable - Priced at or below competitor prices and avoids a large upfront investment. Don’t have to think about it - Reduces headaches and frees up resources with managed service delivery. Why Tracks?
- 129. Why Us? “Islands Restaurants has been successfully utilizing Tracks from Coaliance for over 8 years ago and are very pleased with our decision. Tracks is critical to the operation of our business, enthusiastically embraced by our operators and end user community, and provides us with the information we need to make insightful decisions. We enjoy working with Coaliance and appreciate their industry knowledge and their ability to work harmoniously with our team members.” John Townsend– CIO, Islands Restaurants, L.P.
- 130. Why Us? “We have enjoyed a very good working relationship with Coaliance for over 5 years. The Tracks back office solution is strategically important to Catalina Restaurant Group (Coco's and Carrow's) having provided insightful business intelligence and operational reporting as well as reducing costly administrative store level manager time. Tracks saves us time and money. It is simple to use and has been well received by all members of our organization. Coaliance's deep industry knowledge allows them to deliver valuable solutions which help us better compete in the marketplace. They are a good business partner and have become an integral member of our team. Their collaborative style makes them a pleasure to work with.” K. Ogawa – President, Catalina Restaurant Group (Cocos & Carrows)
- 131. Wrap Up Q&A