Retail DiversMike Feagan

Acquire New Customers

Advertising

Pricing

Promotions

Retain & Grow Existing

Customers

Incentives

Upsell

Improve Customer

Satisfaction

Menu Management

Product Development

Product Pricing

Value Pricing

Food Safety

Healthy Options

Improved Productivity

Labor Controls

Food Cost Controls

Budgets

Purchasing and Vendor

Management

Quality Hiring

Comprehensive

Orientation

Verifications of Training

Career Development

Effective Recruitment

Plan

Performance Targets

Production System

Managing the Shift

Service System

Standardization

Positioned for Growth

Competitive advantage of

product or service

Time tested, standardized

systems

Strong Franchisor Support:

Financial strength and management experience:

Mutuality of interest

Improve Execution

Capabilities

Government Controls

People & Strategic

Assets

•Comparable Sales (TC’s /

GC’s)

Product & Menu Cost Controls

Revenue Growth Operating Margin Brand Efficiency Expectation

Value Chain Drivers – Restaurant Offerings

Quality of Staff Concept Company

StrengthExternalFactors

CapacityThroughput

Customer Market Insight

Peak Hour Performance

Pricing Agility

VALUE DRIVERS MODEL for QSR’s

QSR’s KPI’s for ROE

Operating Profit - QSR

Asset Performance

Financial Leverage

Interest Burden Profitability Fixed Asset Burden

Asset Productivity Working Capital Debt/Equity Debt Servicing

Net Interest/NOI NOI/NOIDA

Sales(Consolidated)

P&L(Consolidated)

Sales(Product) %

+/-P&L

(KPI’s)

Other Controllable

s (KPI’s)

Pricing QSR

Volume KPI’s

Product/Benchmark price vs

(competitors) & FAFH

Customer Management

New Products Sales Sales Trends

Shift Management Summary – for each day part

Ave. Check comparisons +/-

Transactions +/-

Customer complaints+/-

Promotion effectiveness –

UPT Comp.

New Product Trade Off +/- #’s

Marketing related training

cost - %Growth trends in customer #’s &

%.

# of unit used vs sold

Products as a % of total menu

% of sandwich's sold

Sales and CC vs previous yr.

Staffing #’s vs needed

Day Part sales +/- vs last year

Comp sale vs TLL from

previous year

Front Counter & DT Experience

Time

KVS times and sandwich #

Schedule vs guide

Act Hours vs scheduled

CC +/- vs Last Year

Weekly Comp sales by day

part vs last year

Cash Controls & Security

Payroll Taxes & Ins

Operating Supplies

usage vs plan M&R vs PM

scheduleTax credit

Management

Management Labor $ vs projected.

Labor Costs $ vs projected. Utilities Food Cost

Logistics in Reporting

# of Fixed Labor hours costs plan vs

schedule

# of Variable labor hours

costs – guide vs actual

$ saved by a Energy

Management System

$ lost in an Inventory Stat

Report

Optimum food cost vs P&L food cost $

and % (QCR)

$ lost on yields, waste,

employee food,

condiments, vs target

Sales of Fixed Assets

Inventory Management

Payroll/Office Management

Equipment Obsolescence

Reinvestments (Physical Plant & LHI)

New Product Introduction (Equipment)

F&A Management(A/P & A/R)

Accounts Payable(AP)

Accounts Receivable((AR) Cash

Days to AP (consolidated)

Days to AR (consolidated) Cash/Sales

LEG

END

LEVEL 0

LEVEL 1

LEVEL 2

Detailed

Inter

LEVEL 3

# of items promoted and

wasted

TPCH vs SPCH

Overtime Hours and $

MGT. labor $ and %

Inventory usage actual

vs sold

Calculates food $ lost

Units sold+ Units Promo + Units

Waste) = Calculated Usage

QCR Report gives a

consolidation of food cost components

Identifies training and or

equipment issues

Identifies the top three items based on dollar

loss

Prioritize items based on the

units.

Calculate the Base to Actual

Food Cost

Food cost opportunity in $

and %

QSR Business

Decision Support – Market Insights Quality Hiring - Access Management Team Building Management Operating Systems

Supply Change Management Procurement Management Product Lifecycle

Management Performance Management

Menu Management Pricing Management Sales Order and Inventory Multichannel Strategy and

Execution

Shift Management Customer Support Services Store Performance Metrics Sales Audit Process Store Operations

Management

Crew Training Programs Management Development Programs Multi-Unit Operations Performance Management

Administration and Support

Financial Management

Transportation and Distribution

Procurement and

Replenishment

Inventory Management

Demand Forecasting

Supply Chain Planning

Human Capital Management

Quality Audit Management

Nutrition Information

Management

Recipe Management

Ingredient Specification Management

Supplier Management

Supply Chain Management

Data Warehouse Systems

Customer Experience

Mgmt.

Promotions Management

Customer Support Services

Customer Loyalty Programs

CRM Analytics

Customer Relationship Management

Master Data Management

Menu Display Management

Pricing Management

Product Management

Menu Planning

Market Planning

Menu Management

Office Automation

Back Office Management

Store Operations Management

Production Management

Workforce Management

Shift Management

Restaurant Management

Workplace Solutions

Remote (Mobile, Web, Call center)

Delivery services

Kiosk Services

Drive-Thru Services

POS

POS/Channel Management

Service delivery aligned to domain

Working with key Industry clients across their LOB

Business initiatives and capability building driven by client needs

Func

tiona

l Ex

perie

nce

Func

tiona

l Ex

perie

nce

QSR

’s Va

lues

Corp

orat

e Fu

nctio

ns

Product Development

Gap

Partial

Coverage