Learn the secret ingredient that successful restaurant operators use to manage their FOH staff in less time with better results.
Find out the most time-consuming mistakes and most profitable fixes to see better performance from all of your servers that make a real difference for your bottom line.
Learn about the latest restaurant technology helping owners and operators manage their businesses more efficiently and how you can implement the same tools into your operation.
A pesquisa avaliou a administração da prefeitura e do governo estadual de Manaus e identificou as intenções de voto para prefeito. Foram entrevistados 1.050 eleitores em 22 de dezembro com margem de erro de 3%. Artur Neto lidera com 30,3% das intenções de voto, seguido por Marcos Rotta com 14% e Hissa Abrahão com 10,5%.
Jessica Smith seeks a challenging position that utilizes her knowledge of psychology and business. She holds a Bachelor's degree in Psychology from Webster University and an Associate's degree from St. Louis Community College. Her skills include research, building relationships, working in teams, communication, computer literacy, flexibility, leadership, planning, problem-solving and creativity.
This document promotes an upcoming webinar about how restaurants can use insights from data to increase profits. It introduces the presenters, Eli Feldman, owner of a restaurant consulting firm, Lindsay White from Upserve, and Chris Brubaker from Swipely. The webinar will discuss how restaurants can use data to improve online reputation, quantify guest value, measure promotion effectiveness, and evaluate staff performance. Attendees will learn how restaurants can collect data and rank the profitability of menu items to optimize their menu. The full webinar recording is available for on-demand viewing.
Existing social network services provide list of friends to users based on their request given. But it will not fulfil the user’s preferences in real life. Due to overloaded memory of the server memory size increases and lacking its efficiency. By implementing the Latent Dirichlet Allocation Algorithm we extracting their lifestyles and sensing the similarity of lifestyles between users by using embedded sensors in the smartphones. Based on friend matching graphs we return a list of people with highest similarity of lifestyles. Feedback mechanism is integrated in this friendbook to get the results of users in choosing friends. We have implemented friendbook on the Android-based smartphones and evaluated its performance on both small scale experiments and large scale simulations. Finally, we reduce the memory size of the server and improving its performance.
Rodolfo Arroyo es un hombre que vive en la ciudad de México. Trabaja como contador en una pequeña empresa local. En su tiempo libre, le gusta pasar tiempo con su familia y amigos.
A pesquisa avaliou a administração da prefeitura e do governo estadual de Manaus e identificou as intenções de voto para prefeito. Foram entrevistados 1.050 eleitores em 22 de dezembro com margem de erro de 3%. Artur Neto lidera com 30,3% das intenções de voto, seguido por Marcos Rotta com 14% e Hissa Abrahão com 10,5%.
Jessica Smith seeks a challenging position that utilizes her knowledge of psychology and business. She holds a Bachelor's degree in Psychology from Webster University and an Associate's degree from St. Louis Community College. Her skills include research, building relationships, working in teams, communication, computer literacy, flexibility, leadership, planning, problem-solving and creativity.
This document promotes an upcoming webinar about how restaurants can use insights from data to increase profits. It introduces the presenters, Eli Feldman, owner of a restaurant consulting firm, Lindsay White from Upserve, and Chris Brubaker from Swipely. The webinar will discuss how restaurants can use data to improve online reputation, quantify guest value, measure promotion effectiveness, and evaluate staff performance. Attendees will learn how restaurants can collect data and rank the profitability of menu items to optimize their menu. The full webinar recording is available for on-demand viewing.
Existing social network services provide list of friends to users based on their request given. But it will not fulfil the user’s preferences in real life. Due to overloaded memory of the server memory size increases and lacking its efficiency. By implementing the Latent Dirichlet Allocation Algorithm we extracting their lifestyles and sensing the similarity of lifestyles between users by using embedded sensors in the smartphones. Based on friend matching graphs we return a list of people with highest similarity of lifestyles. Feedback mechanism is integrated in this friendbook to get the results of users in choosing friends. We have implemented friendbook on the Android-based smartphones and evaluated its performance on both small scale experiments and large scale simulations. Finally, we reduce the memory size of the server and improving its performance.
Rodolfo Arroyo es un hombre que vive en la ciudad de México. Trabaja como contador en una pequeña empresa local. En su tiempo libre, le gusta pasar tiempo con su familia y amigos.
This document appears to be an agenda for an Avon training seminar. It includes topics like launching an Avon business, developing sales leaders, compensation structures at different leadership levels, prospecting and recruiting techniques, and success stories of representatives who have earned bonuses and advanced in their Avon business. The goal is to provide representatives with the skills and strategies to build their own successful Avon business units.
The document discusses improving key performance metrics for a debt collection team, including SIM score, cash collection, and call statistics. It provides data on current debt amounts and cash collection targets. It also outlines plans for the new team coach to provide training, conduct call monitoring, implement proactive calling initiatives, and use visual tools to motivate competition among agents. The coach's goals are to increase performance and reduce bad debt through focused coaching.
3.Im New Now What How To Share The Jp BusinessJMARSDEN92
The document provides information for sharing the virtual franchise business model and compensation plan of Juice Plus+. It outlines telling your business story to attract customers and your warm market. It encourages talking to anyone within three feet and asking questions. The key aspects of the business include sharing Juice Plus+ products, the business opportunity, training your downline, and promoting events. Building consistency over 5-7 years is emphasized to develop momentum and income from retail profits, commissions, and bonuses for developing a team.
The Secret Recipe to Show Extreme Value to Your New Buyer: The CFOSales Hacker
What You'll Learn:
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- How to reposition your value-prop to “CFO-proof” your deals
- Tips & tricks to increase your impact with intentional, value-driven meetings
- How to use extreme preparation to “earn the right” to engage with your buyers
WebSummit 2018 - The SaaS Business Model & MetricsDavid Skok
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Terryberry Company is an employee recognition partner that provides various recognition solutions and programs. They have over 90 years of experience in recognition and have impacted employees in over 20 countries. Terryberry advocates that recognition increases employee engagement, which leads to improved customer satisfaction and profitability for organizations. They offer both informal recognition solutions like day-to-day recognition tools, as well as formal programs and awards.
The document discusses the problems with relying on "vanity metrics" like social media followers and page views for digital marketing. It argues that vanity metrics do not provide useful information for business decisions and can be easily manipulated. Instead, marketers should focus on actionable metrics that track customer acquisition and revenue, like customer lifetime value, cost to acquire customers, and return on investment. Tracking these more meaningful metrics will provide a clearer picture of business performance and allow optimization of marketing strategies.
Under Armour has experienced steady revenue growth in recent years, with annual revenue increasing from $1.4 billion in 2013 to $3.1 billion in 2014. The majority of Under Armour's revenue comes from wholesale sales in North America. While Under Armour is still considered a young, growing company, its stock price and market capitalization have increased substantially in recent years, reaching $18.89 billion in market cap as of 2014. Several top mutual and institutional funds have large holdings in Under Armour stock. However, some analysts have concerns about Under Armour's ability to manage increasing costs and expenses as revenue growth continues.
This document discusses using data to improve decision making for non-profit organizations. It provides findings from surveys that show most non-profits believe access to useful data has improved their ability to understand constituents and drive growth. The document then discusses digital analytics and presence models for non-profits, highlighting key metrics to measure success like qualified visitors, community valuation, and return on advertising investments. It stresses quantifying the financial value of the digital experience and investments needed to improve it.
The document provides a 6-step process for optimizing online marketing campaigns for seasonal trends:
1. Set goals for key metrics like profits, conversions, etc.
2. Perform data-driven trend analysis on past seasons to identify consumer trends, top-selling products/search terms, and benchmarks.
3. Adjust budgets and account settings for peak vs. off-season periods.
4. Make bid adjustments by time of day, device, location, and other factors between seasons.
5. Leverage promotion extensions more in peak seasons.
6. Roll back optimizations like lowering budgets and bids after the season ends to prevent overspending off-season.
Communicating ROI of Content Marketing by Mukkul DasguptaDMAasia
Presentation on Communicating ROI of Content Marketing by Mukkul Dasgupta, Head of Insights APAC, Marketing Solutions - LinkedIn at DMAiCMC Masterclass
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eWomenNetwork is hosting a "Holiday Shopping & Networking Extravaganza" on December 4th from 11am to 1:30pm at the Greenbriar Hills Country Club. The event will allow attendees to connect with other professionals, shop for the holidays, and showcase or sell products and services. Display tables are available for $65-95 depending on membership status. Sponsorship opportunities are also available. The event aims to help attendees promote their businesses and shop for clients during the busy holiday season.
Less than half of all sales reps are effective in understanding their buyer’s needs. Join our webinar to learn key findings from our recent study of what’s causing this issue, along with tips on what you and your sales team can start doing today.
This document discusses the importance of understanding financial metrics and using numbers to manage a business. It emphasizes measuring key metrics, setting benchmarks, and monitoring performance frequently. Managing by numbers allows for quicker decision making, more accurate decisions, accountability, and focus on areas needing improvement. The document recommends breaking down activities, goals, and benchmarks into measurable numbers that are tracked daily or weekly. Understanding financial statements like the profit and loss is important, but true management requires frequent monitoring of metrics to catch issues early and make timely corrections.
Why It Takes 7-13+ Touches to Generate a Qualified B2B Sales Lead TodayVivastream
The document discusses why it takes 7-13+ touches to generate a qualified B2B sales lead today. It notes that 73% of leads distributed to sales are not sales-ready, creating problems. It then outlines 11 ways to shorten the lead generation cycle and improve results, including starting with the end in mind by understanding buyer personas; clearly defining "sales-ready" leads; quantifying lead quotas; aligning sales, marketing, and management; improving target data; segmenting markets; using compelling content and offers; emphasizing relationships over automation; and warming prospects first with email or direct mail before calling. Case studies are cited showing the benefits of a multi-touch, relationship-based approach.
The document discusses lifecycle marketing, which takes a systematic approach to marketing by dividing customers into phases from visitors to lifetime customers. It identifies common problems like businesses operating through "survival marketing" with disjointed systems and no long-term strategy. The key to lifecycle marketing is viewing prospects as people and using integrated systems to scale relationships. It outlines the 7 phases of attracting traffic, capturing leads, nurturing prospects, converting sales, delivering satisfaction, upselling customers, and getting referrals. Examples are given of how businesses have successfully implemented aspects of this approach. The presentation concludes by discussing how the Infusionsoft software can help automate and scale the sales and marketing functions through its all-in-one platform.
Building A Restaurant Guest Experience: What Guests Want From Your RestaurantUpserve
Slides from live webcast on 3/13/17. In this webcast, Upserve covered the changing restaurant guest landscape, and highlighted millennial trends. They then moved into how to critique and analyze your own restaurant's experience, and trend forecast what is to come.
This document provides an overview of a staff training presentation by Chad Troutman and Nicole Theohary of Upserve. It discusses the high turnover rates in the restaurant industry, how to hire the right employees by asking the right questions, effective training tactics like education and shadowing, strategies to retain employees like conducting exit interviews and measuring tenure, and how Upserve can help monitor staff performance. The presentation aims to help restaurants train their staff to be successful and reduce costs associated with high turnover.
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This document appears to be an agenda for an Avon training seminar. It includes topics like launching an Avon business, developing sales leaders, compensation structures at different leadership levels, prospecting and recruiting techniques, and success stories of representatives who have earned bonuses and advanced in their Avon business. The goal is to provide representatives with the skills and strategies to build their own successful Avon business units.
The document discusses improving key performance metrics for a debt collection team, including SIM score, cash collection, and call statistics. It provides data on current debt amounts and cash collection targets. It also outlines plans for the new team coach to provide training, conduct call monitoring, implement proactive calling initiatives, and use visual tools to motivate competition among agents. The coach's goals are to increase performance and reduce bad debt through focused coaching.
3.Im New Now What How To Share The Jp BusinessJMARSDEN92
The document provides information for sharing the virtual franchise business model and compensation plan of Juice Plus+. It outlines telling your business story to attract customers and your warm market. It encourages talking to anyone within three feet and asking questions. The key aspects of the business include sharing Juice Plus+ products, the business opportunity, training your downline, and promoting events. Building consistency over 5-7 years is emphasized to develop momentum and income from retail profits, commissions, and bonuses for developing a team.
The Secret Recipe to Show Extreme Value to Your New Buyer: The CFOSales Hacker
What You'll Learn:
- What CFOs really care about in today’s environment
- How to reposition your value-prop to “CFO-proof” your deals
- Tips & tricks to increase your impact with intentional, value-driven meetings
- How to use extreme preparation to “earn the right” to engage with your buyers
WebSummit 2018 - The SaaS Business Model & MetricsDavid Skok
SaaS businesses are extremely sensitive to a small number of important variables. If you are running a SaaS company, understanding how these variables drive your business model is crucial to long-term success. In this talk, David Skok, author of the now famous SaaS Metrics 2.0 blog post will talk through those key metrics and their impact on the overall SaaS business model.
Terryberry Company is an employee recognition partner that provides various recognition solutions and programs. They have over 90 years of experience in recognition and have impacted employees in over 20 countries. Terryberry advocates that recognition increases employee engagement, which leads to improved customer satisfaction and profitability for organizations. They offer both informal recognition solutions like day-to-day recognition tools, as well as formal programs and awards.
The document discusses the problems with relying on "vanity metrics" like social media followers and page views for digital marketing. It argues that vanity metrics do not provide useful information for business decisions and can be easily manipulated. Instead, marketers should focus on actionable metrics that track customer acquisition and revenue, like customer lifetime value, cost to acquire customers, and return on investment. Tracking these more meaningful metrics will provide a clearer picture of business performance and allow optimization of marketing strategies.
Under Armour has experienced steady revenue growth in recent years, with annual revenue increasing from $1.4 billion in 2013 to $3.1 billion in 2014. The majority of Under Armour's revenue comes from wholesale sales in North America. While Under Armour is still considered a young, growing company, its stock price and market capitalization have increased substantially in recent years, reaching $18.89 billion in market cap as of 2014. Several top mutual and institutional funds have large holdings in Under Armour stock. However, some analysts have concerns about Under Armour's ability to manage increasing costs and expenses as revenue growth continues.
This document discusses using data to improve decision making for non-profit organizations. It provides findings from surveys that show most non-profits believe access to useful data has improved their ability to understand constituents and drive growth. The document then discusses digital analytics and presence models for non-profits, highlighting key metrics to measure success like qualified visitors, community valuation, and return on advertising investments. It stresses quantifying the financial value of the digital experience and investments needed to improve it.
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3. Adjust budgets and account settings for peak vs. off-season periods.
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2. 901 3320 29 03
His food is good, but service could be better. Sales are starting to lag and Ron is worried.
MEET RON, HE RUNS A RESTAURANT.
“Burger was great. Service was meh”
3. 901 3320 29 03
Ron spends a lot of time and money on staff, but can’t tell what’s working and what’s not.
WORKING HARDER NOT SMARTER
5. Just wanting your servers to work “faster” or
sell “more” isn’t a clear enough goal. Use in-
sights to set expectations so servers and
managers know what success looks like
shift by shift.
1. YOU DON’T HAVE CLEAR GOALS
FOR YOUR TEAM
Search Cactus Grill 125 Dorrance St., Providence, RI
ScorecardScorecard
Server Bridget D.
History
Recent 4 Weeks
STRENGTHS OPPORTUNITIES
Sales per cover
15.23 avg sales per cover
Only comparing breakfast, lunch and dinner shifts that match shifts that Bridget worked.
Entrees, drinks and wine. Dessert and apps
About
Edit Share
Providence, RI
Bridget D.
901 3320 29 03
6. Don’t waste time coaching on things that
don’t affect your bottom line. Use insights
to understand what makes your current
servers successful, then train your new
hires on the most important skills first.
2. YOU SPEND TIME ON TRAINING,
BUT DON’T SEE RESULTS
901 3320 29 03
7. Search Cactus Grill 125 Dorrance St., Providence, RI
Overview
OPERATIONS
Scorecard
Server Performance Last Week
Sales per Cover
CUSTOMER RETENTION
2
1
3
901 3320 29 03
3. YOU DON’T KNOW HOW
YOUR STAFF RANKS
Without a clear way to track server perfor-
mance, you have no idea how your team
stacks up in important skill areas like turn
time or average ticket. Use data to rank your
servers based on performance in key areas.
8. +$20 -$37
901 3320 29 03
It’s easy to see who’s making you money.
You can add up those receipts, but what
about the sales you’re losing to low
performing staff? Use data to see how serv-
ers’ challenges are hurting your sales.
4. YOU CAN’T TELL HOW MUCH $$ YOU’RE
LOSING TO LOW PERFORMANCE
9. 901 3320 29 03
You know you need to motivate your serv-
ers, but figuring out how can be hard. Use
data to track your team’s response to differ-
ent motivators, then do more of what works
and ditch what doesn’t.
5. YOU’RE NOT SURE HOW TO
MOTIVATE YOUR TEAM
10. THEN RON GOT SMART AND GOT UPSERVE.
With the data he needed at his fingertips, service turned around and sales picked up.
He got so busy he had to hire more servers.
901 3320 29 03
11. 901 3320 29 03
MEET RON’S NEWEST SERVER, BRIDGET!
Now that Ron has the data he needs to manage servers better
let’s see how Upserve sets Bridget on the fast-track to
success.
12. CONTACT US
members@swipely.com
1-888-SWIPELY
Search Cactus Grill 125 Dorrance St., Providence, RI
Overview
OPERATIONS
Sales
Menu
Servers
MARKETING
Customers
Reviews
Calendar & Events
Loyalty Program
FINANCIALS
Batches & Deposits
Payment Fees
Transaction Search
Date
Apr 13, 2014
Apr 14, 2014
Apr 15, 2014
Apr 16, 2014
Apr 17, 2014
Apr 18, 2014
Apr 19, 2014
Apr 20, 2014
Apr 21, 2014
Apr 22, 2014
216
161
139
132
213
226
202
203
210
187
Visits
8,465.41
6,308.01
4,776.86
4,695.82
5,586.12
7,261.77
8,208.84
6,423.56
7,176.21
7,918.49
Sales ($)
40.67
41.38
38.26
40.89
30.46
37.30
45.10
37.57
37.60
43.42
Average sale ($) New ($)
5,591.93
4,743.61
2,584.65
2,618.97
3,608.66
5,105.42
5,335.58
3,752.15
4,414.76
4,951.55
Repeat ($)
2,882.48
1,564.40
2,192.21
2,076.85
1,977.46
2,156.35
2,873.26
2,671.41
2,761.45
2,966.94
How are my sales doing? COMPARE TO Past PeriodClear Comparison
$10k
$5k
13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 1 2 3 4 5 6 7 8
$159,497.53 total sales 3,627 visits $43.97 average sale - $0.46- 35+ 14k
New Customer
Return Customer
Previous PeriodTue, Apr 20th
$6,423 + $394.98
Join us for wine tasting!
posted at 12:15pm
Sales Last 4 Weeks
Summary Time of day Day of week New vs repeat sales
Batches & Deposits
Payment Fees
Transaction Search
CONTACT US
members@swipely.com
1-888-SWIPELY
Sales trends are a great place to start when setting
goals for your team.
Ron keeps an eye on sales trends so he can set more specific
goals for his team. By giving Bridget a sales target to strive for,
Ron can easily see if she’s staying on track shift by shift.
1. SET GOALS FROM DAY ONE
13. Mar 2 - 8
Feb 23 - Mar 1
Feb 16 - 22
Feb 9 - 15
Top 20%
$18.21
$16.15
$17.44
$15.72
$14.46
30%
20%
10%
Feb 16 - 22 Feb 23 - Mar 1 Mar 2 - 8Feb 9 -15
Top 20% avg tipBridgets avg tip
22%
Tips
avg tip
Turn time
Feb 16 - 22 Feb 23 - Mar 1 Mar 2 - 8Feb 9 -15
1h 22m avg turn time
Average turn timeBridgets avg turn time
SHIFTS
(401) 321-1432
Breakfast
Lunch
Dinner
14
24
22
Time of day Shifts worked
NOTES
Bridget crushed it last night! She showed a lot of
patience and productivity
Show all 6 notes
Show other comparable servers
Created by susan@cactugrill.com
Feb 7, 2014 8:47pm
Bridget was late. Gave her a second warning.
Created by shell@cactugrill.com
Feb 7, 2014 8:47pm
Write a note...
Slow
Fast
901 3320 29 03
Bridget was struggling with turn time, but it looks
like Ron’s training is paying off and her numbers
are moving in the right direction!
No more one size fits all training, Ron gets a detailed view of
Bridget’s performance, to see where she needs help. Then he
focuses training where she needs it most to boost sales and tips.
2. CUSTOMIZEABLE TRAINING
14. CONTACT US
members@swipely.com
1-888-SWIPELY
Search Cactus Grill 125 Dorrance St., Providence, RI
Overview
OPERATIONS
Sales
Menu
Servers
MARKETING
Customers
Reviews
Calendar & Events
Loyalty Program
FINANCIALS
Batches & Deposits
Payment Fees
Transaction Search
Scorecard
Server Performance
$14.32
Which server sells the most per cover?
sales per cover average FILTER BY Weekday lunch shift All items
Server Tickets Sales per cover ($)Covers Sales ($)Turn time Lost ($)Tips (%)
106
95
61
92
95
48
19.27
18.64
17.41
13.75
13.72
14.57
8,151.21
7,045.92
4,265.45
5,087.50
5,227.32
2,724.59
423
378
245
370
381
187
40m
39m
41m
44m
32m
38m
Retention (%)
21
22
19
15
18
17
22
17
19
21
18
20
Matthew H.
Sean D.
Average
David B.
Claire A.
Mike P.
Laura T.
$5 $10 $15 $20
Entrees
Apps
Alcoholic drinks
Non-alcoholic...
Desserts
Show 3 more
Matthew H
David B
Sean D
Claire A.
Mike P
Laura T.
Average
Last Week
Sales per Cover
78.50
28.80
145.24
Show all servers
Sean D.
$14.15
$3.13
$3.73
$1.40
$2.01
Food
Apps
Alcoholic drinks
Non-alcoholic...
Desserts
$17.41
Average 14.3219 5,416.8236m1936691
Clear Filters
CONTACT US
members@swipely.com
1-888-SWIPELY
Search Cactus Grill 125 Dorrance St., Providence, RI
Overview
OPERATIONS
Sales
Menu
Servers
MARKETING
Customers
Reviews
Calendar & Events
Loyalty Program
FINANCIALS
Batches & Deposits
Payment Fees
Transaction Search
Scorecard
Server Performance
$14.32
Which server sells the most per cover?
sales per cover average FILTER BY Weekday lunch shift All items
Server Tickets Sales per cover ($)Covers Sales ($)Turn time Lost ($)Tips (%)
106
95
61
92
95
48
19.27
18.64
17.41
13.75
13.72
14.57
8,151.21
7,045.92
4,265.45
5,087.50
5,227.32
2,724.59
423
378
245
370
381
187
40m
39m
41m
44m
32m
38m
Retention (%)
21
22
19
15
18
17
22
17
19
21
18
20
Matthew H.
Sean D.
Average
David B.
Bridget D.
Mike P.
Laura T.
$5 $10 $15 $20
Entrees
Apps
Alcoholic drinks
Non-alcoholic...
Desserts
Show 3 more
Matthew H
David B
Sean D
Bridget D.
Mike P
Laura T.
Average
Last Week
Sales per Cover
78.50
28.80
145.24
Show all servers
Bridget D.
$14.15
$3.13
$3.73
$1.40
$2.01
Food
Apps
Alcoholic drinks
Non-alcoholic...
Desserts
$17.41
Average 14.3219 5,416.8236m1936691
Clear Filters
It’s easy for Ron to see how Bridget ranks among all of his servers.
Our leaderboard shows how top performers sell across different
section sof the menu, and who’s falling below the average.
Is Bridget only working lunches to start?
No problem, Ron can segment by shifts
to compare apples to apples.
3. CLEAR STAFF RANKINGS
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$14.32
Which server sells the most per cover?
sales per cover average FILTER BY Weekday lunch shift All items
Server Tickets Sales per cover ($)Covers Sales ($)Turn time Lost ($)Tips (%)
106
95
61
92
95
48
19.27
18.64
17.41
13.75
13.72
14.57
8,151.21
7,045.92
4,265.45
5,087.50
5,227.32
2,724.59
423
378
245
370
381
187
40m
39m
41m
44m
32m
38m
Retention (%)
21
22
19
15
18
17
22
17
19
21
18
20
Matthew H.
Sean D.
Average
David B.
Bridget D.
Mike P.
Laura T.
$5 $10 $15 $20
Entrees
Apps
Alcoholic drinks
Non-alcoholic...
Desserts
Show 3 more
Matthew H
David B
Sean D
Bridget D.
Mike P
Laura T.
Average
78.50
28.80
145.24
Show all servers
Average 14.3219 5,416.8236m1936691
Clear Filters
See how Bridget ranks across different categories, and what
her below average performance is costing the restaurant.
With this grid view, Ron sees exactly how server performance im-
pacts sales. We do the math for him, calculating lost sales so he can
see exactly how much server improvement is worth to his business.
4. SEE WHAT YOU COULD BE MAKING
+$20
901 3320 29 03
16. Search Cactus Grill 125 Dorrance St., Providence, RI
ScorecardScorecard
Server Bridget D.
History
OPERATIONS
Sales
Menu
Servers
MARKETING
Customers
Reviews
Calendar & Events
Loyalty Program
FINANCIALS
Batches & Deposits
Payment Fees
Transaction Search
CONTACT US
members@swipely.com
1-888-SWIPELY
Recent 4 Weeks
STRENGTHS OPPORTUNITIES
Sales per cover
15.23 avg sales per cover
Mar 2 - 8
Feb 23 - Mar 1
Feb 16 - 22
Feb 9 - 15
Top 20%
Sales per coverDate
$18.21
$16.15
$17.44
$15.72
$14.46
30%
Top 20% avg tipBridgets avg tip
22%
Tips
avg tip
Only comparing breakfast, lunch and dinner shifts that match shifts that Bridget worked.
Entrees, drinks and wine. Dessert and apps
Turn time
Feb 16 - 22 Feb 23 - Mar 1 Mar 2 - 8Feb 9 -15
1h 22m avg turn time
Average turn timeBridgets avg turn time
Drinks Wine Dessert AppsEntrees (+5)
About
SHIFTS
Edit Share
Providence, RI
Bridget@CactusGrill.com
(401) 321-1432
Bridget D.
Breakfast
Lunch
Dinner
14
24
22
Time of day Shifts worked
NOTES
Bridget crushed it last night! She showed a lot of
patience and productivity
Show all 6 notes
Show other comparable servers
Created by susan@cactugrill.com
Feb 7, 2014 8:47pm
Bridget was late. Gave her a second warning.
Created by shell@cactugrill.com
Feb 7, 2014 8:47pm
Write a note...
Slow
Fast
Ron sees what keeps Bridget motivated by watching for improve-
ments week to week. Something not working? He can 86 it and try
something else.
5. MEASURE MOTIVATION
Swipely tracks her performance week to week
and gives suggestions for where Bridget can
stand to improve.
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