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Buca di Beppo Restaurants

Buca di Beppo Restaurants

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Buca di Beppo Restaurants

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  1. Buca di Beppo Restaurants Reservation System: A Centralized Call Center Presented 13 July 2006 By A.D. Otero

  2. Background • Buca di Beppo is an Italian food restaurant chain within the United States consisting of over 104 franchise locations[1] • Mostly caters to evening diners so doors usually do not open until the late afternoon • A majority of the clientele prefers to call-in their reservations • If the local restaurant is not open at the time the call is made, or the local phone lines are tied-up, then a reservation can not be placed [1]Reuters (2006). Company Profile for BUCA. Retrieved July 10, 2006 from the World Wide Web:

  3. Project Statement • Anywhere between 1 and 5 reservation calls are not placed on a daily basis • Average table party of 6 • Average table tab of $138[2] • Buca di Beppo is potentially losing out on $14,352 per day 1 X $138 X 104 = $14,352 per day $430,560 per month!! $5,166,720 per year!! [2] ContanctCenterWorld (2004). Buca di Beppo. Retrieved July 9, 2006 from the World Wide Web: contact-center-case-study/Buca-di-Beppo.asp

  4. Project Objectives • Buca di Beppo should implement a centralized Voice over Internet Protocol (VoIP) based phone reservation system • Will create a centralized phone system that will connect all of the 104 restaurants’ reservation capabilities together in a centralized location • Customers will be able to dial their local restaurant reservation number at any time of the day and are automatically redirected to the central reservation system via the IP-enabled phone switch • Callers can reach an agent at the call center (even when the local restaurant is closed) and place a reservation • Reservations in the centralized database will be constantly synchronized with each restaurant’s local reservation system

  5. Project Scope • The central reservation office will be co-located at the Buca di Beppo corporate headquarters in Minneapolis, Minnesota • The central reservation center will include the reservation server with a database-backend customer preference database and VoIP phone switch • All of the 104 restaurants’ preexisting phone switches will be migrated from the PSTN to support the VoIP features • All 104 restaurants will be connected over dedicated Internet connections • The local restaurant phone switches will be configured for call redirection to the central reservation center during off-hours • A subset of restaurants in the Minneapolis area will run a pilot project of the call reservation system before the system is rolled-out throughout the US

  6. Current Status • All restaurants have a local connection to the PSTN • All calls to the local restaurant are not processed if the call is placed during off-business hours • Each restaurant currently maintains its own reservation database

  7. Expected Benefits

  8. Expected Costs

  9. Profit Analysis

  10. Return on Investment • Return on investment (ROI) is calculated by subtracting the project costs from the benefits and then dividing by the costs ROI = (Revenue-Costs) Costs • Based upon the estimated benefits and costs, a Return on Investment analysis yields a ROI rate of 485.72% within a two year window of system deployment • This return increases to 1895.09% if the ROI is extended to a five year window

  11. Implementation Plan • Success Criteria • Central reservation center is brought online • All remote restaurant sites are connected to the centralized call center via Internet • VoIP and database connections are verified • 10 restaurants in the Minneapolis area will run a pilot project and data is collected for analysis • After a satisfactory analysis of the pilot project data, the final system is rolled-out to all 104 restaurant sites. • Customers are using the new reservation services throughout all 104 restaurant sites by the end of the project • Project is finished on time and on schedule • Project budget is not exceeded

  12. Implementation Plan • Communication Management Plan • Weekly Status Reports • Milestones • Risk Related Items • Event Related Items (as needed)

  13. Risk Identification

  14. Risk Mitigation

  15. Project Evaluation • Project will be completed and coordinated using the System Development Life Cycle (SDLC) framework

  16. Resources Required

  17. Schedule and Critical Path • A critical path analysis of the centralized call reservation system yields a critical path timeframe of 205 days • 8 hour work days • No overtime planned

  18. WBS

  19. Network Diagram

  20. Conclusion • If the centralized call reservation system is not implemented, Buca di Beppo will continue to miss out on benefits that are currently estimated to be $5,166,720 each year • It is possible to reap the benefits of this lost revenue by simply partitioning a project budget of $1,099,800 for the inception of the call reservation system • Breakeven point within two months of full implementation • ROI of 485.72% over 2 years • ROI of 1895.09% over 5 years

  21. Issues Covered ANY QUESTIONS?