Happy Street Case Study Solution

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EXECUTIVE SUMMARY

As our goal as a CSI consulting team is to elaborate a strategic plan which will insure the development of the Street brand over the next 10 years, we have considered a wide range of determining aspects crucial for its success.

Indeed, the Happy Street team has analysed and classified by order of importance the different competitive methods that Street uses or should be using in the future in order to differentiate itself from its main competitors and to create value.
We have decided to provide an analysis that will directly impact Street on an operational point of view, providing the most practical solutions as well as an appropriate financing method and a list of financing options offered by the public authorities which
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To do so, we used the experimental data collected during the K-Lab “Temporary Restaurant” and we came up with the following framework: The average time to order and pay at the take away corner and at the cashier stand have been increased due to the fact that K-Lab data were not considering the time to cash customers’ money. Hence, after studying the typical means of payment used by customers and the average time it takes to either pay by credit card (contactless or not), meal ticket or cash, we came up with the timing frame specified above.
According to studies published by VISA in 2014, customers in the QSR industry tend to strongly prefer cash payment (60% of them) against credit card (40% of them). However, Gilles Grapinet, CEO of Worldline, recently stated that “non-cash payments will escalate by 7 to 8% annually during the next coming years”.
Thus, after having determined an average of 25.5 seconds paying time, we added this number to the 39 seconds and 30.42 seconds for both take away and restaurant cashier stations representing the ordering
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The key element to be studied here and allowing us to go against this idea is the main notion of the restaurant: the experience. Indeed, the total replacement of the cashier by tablets would importantly reduce the interaction between the guest and the staff, going at the opposite of the notion of proximity wanted by the concept and seen as a competitive element. Therefore any digital product or service in the rest of the restaurant should carefully take this aspect into account.

The main digital-linked element which has been thought of for this area is a stand presenting a tablet at the guests’ disposal for potential comments and remarks. This will allow to improve the CRM by the acquisition of data helping the brand to get interesting feedback about its concept. As customers do like to express their feelings nowadays, it is not conceivable not to let them directly express themselves in the future.
Please note that while the digital area is quickly expanding, we do not believe in the implementation of services and products such as smart glasses, augmented reality, customer face identification and gestures interface yet as these elements simply are too much in contradiction with the

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