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Managing Data Streams

Managing Data Streams. Paul Komelasky Operations Vice-President Sodexo Education Services. What is the data you look at? Can you really look at it all?

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Managing Data Streams

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  1. Managing Data Streams Paul Komelasky Operations Vice-President Sodexo Education Services

  2. What is the data you look at? Can you really look at it all? • Revenue stream, location, average check, Margin, % YOY Revenue Growth, Sales per Customer base (Student population, enrolled, sales per resident student, Capture rates, 15 minute count, 15 minute food purchases, Profitability per hour of operation, Revenue per sq ft , FCPM, SPLH, Employee Benefits, Transactions per labor hour, Employee Benefit as a % of wages, etc

  3. Case study driving revenue – • Data by itself isn't useful. The most important aspect of strategic decision making is the actionable insights that data can reveal. Are you making the most of the data you have to move your organization closer to your goals • What will really impact your business most? • Have you established and define your objectives? • Have you established how to measure success? • Do you have the data in place to measure ?

  4. Case study driving revenue – College Campus Driving revenue through taking advantage of growth opportunities and implementing strategic plan. Identifying and creating strategic partnerships can assist in accomplishing goals.

  5. Case study driving revenue – College Campus • Objectives: Drive profitable top line revenue by 6.5% through retail operations, greater customer participation 10%, drive higher ave check by $.12, new sales 80% cash sales. • Measure success: Achieve $975,000 ($780K cash), no more than 5% loss revenue at any existing operation, drive, improve profitability of all retail operations by 9% . • Do you have the systems in place to measure: full P&L by location, Income stream analysis, customer tracking , menu monitoring.

  6. Case study driving revenue – College Campus • Understanding our customers determining new locations new menu items. • Who are our customers? • Faculty, • Staff • Students • What services are our customers wanting? • Quick, Convenient, Fresh, Variety, Quality • How can we develop a program that meets to varied needs of all segments? • Offering right products, hours, services • Where are our customers coming from and going?

  7. Tools used: • Zipcodes for customer analysis • Utilizing manufacturing and distributors information on trends • Building occupancy throughout the day (Mapping) • POS Tracking movement throughout the day parts at different locations • Tying bar-coding of food purchases to understand what customers are purchasing. • Reviewing day part participation and capture • Review payment method, Pre-paid plan, Debit cards, credit cards, charges • % of cash vs pre-paid plans • Cornell Smarter Lunch program and Disney style control flow

  8. Understanding our competitors Our Findings: • Majority of Competitor’s Menus Do Match Student Preferences • >80% of Competitors Are Not Within Walking Distance • >80% of Competitors Do Not Offer Delivery Service • >90% of Competitors Do Not Accept Dining Dollars • 57% of Competitors Are Independent Restaurants • 43% of Competitors Are Quick Service;29% are Casual Dining

  9. Understanding where are customer comes from • Mapping Traffic Flow • Where customers live on campus • How customers move throughout day part • Non traditional customers

  10. Understanding where are customer comes from • Mapping Traffic Flow • Resident Population

  11. Understanding where are customer comes from • Mapping Traffic Flow • Zoning the market

  12. Understanding where are customer comes from • Mapping Traffic Flow • Walking distance

  13. Understanding who the customer is • CUSTOMER’IZATION • Zip code analysis based on customer segmentation • Targets food and spending preferences for the customer segments • Utilized data from the following resources: • Claritas • U.S. Census Bureau • AC Nielsen • NPD/Crest – Restaurant Panel

  14. GLOBAL/ETHNIC 24% 15% National Segment Map URBAN NAVIGATORS TRENDIES $$$ $ 13% 13% NATURALS ATTAINERS 20% 15% FUNDAMENTALS ROUTINERS *Percentages may not add to 100% due to rounding. CUSTOMER‘IZATION TRADITIONAL

  15. Contemporary GLOBAL/ETHNIC Staff Segment Map URBAN NAVIGATORS: 8% TRENDIES: 87% $$$ $ ATTAINERS: 4% NATURALS: 0% US Population Urban Navigators 24% Fundamentals 20% Routiners 15% Trendies 15% Attainers 13% Naturals 13% FUNDAMENTALS: 0% ROUTINERS: 2% *Percentages may not add to 100% due to rounding. CUSTOMER‘IZATION TRADITIONAL

  16. Trendies Identity GLOBAL/ETHNIC • Affluent - high income, education, investment, spending • Major metros • Executives/professionals in business, finance, education, entertainment $$$ $ Foods • Healthy and fresh, authentic ethnic cuisine • Mid-scale Italian, Asian • Frequent casual bar/grill • Enjoy coffee bars and specialty bakery TRADITIONAL CUSTOMER‘IZATION

  17. Chain Restaurants frequented by Trendies Quick Service Sit Down Quizno's Rock Bottom Brewery California Pizza Kitchen Cheesecake Factory Einstein Bros. P.F. Chang’s Panera Bread Wolfgang Puck’s Starbucks Lettuce Entertain You™ Restaurants TRENDIES FoodPreferences Soups:like traditional, ethnic & variety Salads:enjoy compound and entrée salads Exhibition Cooking: want a variety of ethnic/trendy and regional American Beverages:drink specialty & decaf coffees, hot & cold teas Fusion of Flavors

  18. Trendies = “Contemporary” • 40% of the menu encompasses Commercial Mainstream: • Wraps, Rice Bowls, Sandwiches with Specialty Breads & Spreads, Global Burritos • 30% of the menu encompasses Trendy Menus: • Crusted Meats, Caribbean Cuisine, Indian Cuisine, Lettuce Wraps • 15% of the menu encompasses Traditional with a Twist: • Roasted Garlic Marinara Sauce, Cheddar Mashed Potatoes, Chicken Noodle with Roasted Vegetables; incorporates foods with high price/value relationship • 15% of the menu incorporates Authentic Ethnic: • Empanadas, Tempuras, Noodle Bowls; incorporates foods with high price/value relationship

  19. So…what does this mean!?! • We know that we have a high percentage of customers that are looking for high-quality, healthy, contemporary foods • We know that if the product is what they want, they will spend the money for it • We know that there are many similarities between our faculty, staff and students • We can design a program that better meets customer demand, giving them what they want, when and where they want it. • We understand where our customers are throughout the day.

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