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A virtual panel at QSR Next scheduled for November 13 will explore ways for restaurants to identify automation possibilities and develop a technology framework that yields a strong return on investment (ROI).
In recent times, the term “automation” has gained considerable attention, making it challenging to understand its exact meaning and implications for the workforce. This confusion is particularly evident in the restaurant industry, where many establishments are integrating artificial intelligence (AI) in drive-thrus, operations, and more. The upcoming panel at QSR Next will focus on how restaurants can pinpoint automation opportunities and construct a tech framework that generates considerable ROI.
Susan Carroll-Boser, the chief information officer at White Castle, will share insights during the panel regarding the company’s successful automation initiatives. Below is a preview of a Q&A that highlights some of her key perspectives.
Q:We previously discussed how voice automation has improved your drive-thru efficiency. Can you provide an update?
Carroll-Boser: We operate with a lean workforce, so automation doesn’t mean cutting jobs. It allows our staff to focus on other tasks. For example, during pleasant weather, we open our hospitality door, engaging with the customer and providing service to the car behind them, rather than being tied up taking orders. This has also led to a consistent upsell on all customer orders.
Q: What can you tell us about your loyalty program?
Carroll-Boser: We transitioned to Marigold last year after using a similar system. They recently launched an updated version. Most high-end loyalty platforms function similarly; however, the key difference lies in the commitment and effort your company invests in leveraging the platform to maximize sales and enhance the customer experience.
Q: When evaluating restaurant technology solutions, what do you prioritize regarding cost, scalability, and integration capabilities?
Carroll-Boser: I think we need to invest more time in planning technology implementations. It’s essential to set clear goals and thoroughly test them. If you already maintain a lean team, don’t expect technology alone to reduce labor costs. Your focus on improving efficiency or employee satisfaction may not yield the desired ROI immediately. To achieve your true ROI, you may need to implement additional subtle changes and provide appropriate training. Technology won’t resolve performance issues if the team doesn’t fully embrace it.
Q: How do you determine the potential ROI of a technology solution before you implement it?
Carroll-Boser: We align our technology initiatives with our business strategies. For instance, if our goal is to excel in late-night service, our technological advancements should support operations with fewer team members. Additionally, when introducing technology to give team members more time to engage with customers, we must train them to utilize that time effectively and track our results.
Q: What are some common mistakes to avoid when assessing potential automation solutions?
Carroll-Boser: There are high expectations when it comes to technology. I look forward to advancements in computer vision technology that enhance accuracy. We have very low tolerance for errors, especially those that can easily be caught by human observation.
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