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By: Evgeni S, Daniel M, Sonam D, Gilbert N, Tristan H

The Social Menu. By: Evgeni S, Daniel M, Sonam D, Gilbert N, Tristan H. The Social Menu. Mantra: Enhance the social experience Twitter Summary: The Social Menu provides a twist on the conventional menu and restaurant experience through the use of interactive multimedia suite.

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By: Evgeni S, Daniel M, Sonam D, Gilbert N, Tristan H

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  1. The Social Menu By: Evgeni S, Daniel M, Sonam D, Gilbert N, Tristan H

  2. The Social Menu • Mantra: • Enhance the social experience • Twitter Summary: • The Social Menu provides a twist on the conventional menu and restaurant experience through the use of interactive multimedia suite. By: Evgeni S, Daniel M, Sonam D, Gilbert N, Tristan H

  3. Industry Information • • Restaurant is a $65 billion industry in Canada • • There are 81,000 restaurants, bars, caterers in • • In the US the restaurant industry is a $660 billion industry • • There are 980,000 locations in the US By: Evgeni S, Daniel M, Sonam D, Gilbert N, Tristan H

  4. Wizard of Oz, video method. This method demonstrate to restaurant owners the value our product can provide. This approach will show the owners the positive impact our product can have on their consumers. Customer: http://youtu.be/fifo388MmAY Restaurant owners: http://youtu.be/OiBKw5qoDhQ MVP

  5. Hypothesis • Hypotheses #1 (Value for Customers / Patrons) • Restaurant patrons would prefer a digital menu when ordering • Hypotheses #2 Restaurant customers will engage in social activities with other customers through the use of Social Menu • Hypotheses #3 (Value for Restaurants) • A) By purchasing our service the restaurateur will stay ahead of competition and will encourage more patrons to their establishment. • B) The rating system will improve sales and help the restaurant better cater to customer needs. • C) Restaurants will pay $100 per tablet, and a $250/per year service charge for the social menu

  6. Sprint 1 (MVP) 540 hours [$27k] Features: • View menu • Add menu items • Edit menu items • Have menu change based on time • Grouping menu items • Picture of menu item • Show basic info for menu item • Choose what items show up on menu • Customer order and payment • Most popular items Sprint 2 (Ratings) 68 hours [$3.7k] Sprint 3 (Social Features) 360 hours [$18k] Sprint 4 (Games Integration) 1400 hours [$70k] Total Project Cost: $118 400 Project Scrum

  7. Conducted 2 surveys Potential restaurant customers: Wait times 90% dislike the wait times 57% saw digital menu as a solution 34% saw more servers as a solution 42% prefers personal experience with server Online system 50% have used online ordering system 45% urbanspoon or yelp 40% find it hard to “break the ice”, would use social menu initially 60% find that social menu is appealing, 13% not at all 68% would use the Social Menu Survey Data

  8. What we do next

  9. Supply Chain Tier 2 Supplier: OS (Android/Google) Tier 1 Supplier: LCC Electronic Technology Co.,Ltd (as manufacturer of tablets) Manufacturer/Producer: Social Menu (as provider of service/suite as well as software development) Deployment: Social Menu will deploy the custom software onto the tablets before handover to VARs Distribution: Value Added Resellers (Social Menu would sell to VARs and VARs would sell to business owners for us) Implementation: VARs will be trained and certified by Social Menu. Customer: Foodservice venue patrons (a consumer in a form of an end user). Customer: Foodservice venues (a consumer in a form of a strategic buyer).

  10. SWOT Strengths: • Splitting sales with VARs – not taking on all the work ourselves • We don’t rely on an external partner for software deployment, Internal development • Social interaction/integration system Weaknesses: • Only one supplier • VARs sells more than one product • VAR can sell however many they want • Internal development – if we want more developers we would have to hire out Opportunities: • Renewal of contracts • Potential to order with different suppliers to order from • A large number of VARs to choose from Threats: • Single supplier could disappear • Potential for container/supplies to get damaged or stolen • Exchange rates • Tariff/import dues • Government regulations

  11. KPI • Logistics and Distribution KPI • Ability to attract and maintain value-added-reseller • Dollar of sales/VAR/quarter • Number if new customers/VAR/quarter • New customer sales • Revenue of existing customers/VAR/quarter • Procurement • 92% perfect purchase order rate • Inventory KPI • Inventory monitored over long term • Inventory turnover rate should be monitored/quarter • Contract Management KPI • We would monitor how the VAR is doing/quarter • How much VAR is selling, How many new customer contracts are signed with VAR, How many contracts are we signing with VARS – monitored and updated per quarter • Customer Order • Number of customer ending & renewing contracts with VARS • Turn around rate

  12. Valuation Year 3 $12,000,000 14-15% $15,000,000 12-13% $35,000,000 5-6% Based on $10,155,833 sales $3,410,283 profit Year 5 $22,000,000 $49,000,000 $127,775,860 Based on $48,634,582 sales $127,775,860 profit

  13. What we learned

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