Project Charter: Pilot Tabletop Tablet Menu at North and

Downtown Locations
DATE: 03/26/2023

Project Summary

Implement a guest-facing digital menu and point-of-sale (POS) fully integrated tablet
system located in the bar in two Sauce and Spoon locations -North and Downtown,
offering guests a seamless ordering experience. It will provide the two restaurants
with a more effective ticketing system to meet and exceed company annual sales by
upping average check total, increasing table turn, increasing product mix of appetizers
and specific entrees, and decreasing negative dining experience and food waste. It
will help gather clear data points to track metrics to ensure companywide success,
helping us keep up with growing digital presence in restaurant industry, and providing
customers with familiar digital experience.

Project Goals

● Establish a tabletop menu tablet at two restaurant locations in their bar sections
to gather critical data points for a larger opening companywide and in all dining
areas of restaurant by beginning of Quarter 2.
● Continue companywide sales growth annually of 28% by End of Year.
● Improve morale and customer service for all employees in Front of House and
Back of House to reduce employee turnover and onboarding by improving
order accuracy, also reducing food waste 25%.
● Reducing table turn by 30 minutes, increasing guest count 10%, thereby
 reducing overall guest wait time.
● Improving average ticket total by $10, from the average $65 to $75, by
increasing product mix by 15% overall.
● Make sure tablets have features on them to promote appetizers, specialty
drinks and featured entrees to increase product mix and sales by 15% overall.
● Train all employees on new tablet system.
● Integrate all P.O.S. and host tracking software to tablet software.
● Update website with new menu items.
● Include ability to display virtual coupon alongside promoted menu items to
increase sales 15%.

Deliverables

● Increased product mix of appetizers, specialty drinks and certain entrees by

15% companywide with an emphasis on 20% at Downtown location and 10%
at North location.
● Reduced table turn time by 30 minutes.
● Increased average daily guest count by 10%.
● Reduced food waste by 25%.
● Raised average check total from $65 to $75.
● Tablets with features on them to promote appetizers, specialty drinks, and
entrees as an add-on with an option to display coupon with highlighted menu
items.
● Executed training plan to train staff on new system.
● Integrated existing P.O.S. system and host software with new tablet software.
● Updated website to include new menu items.

Scope and Exclusion

In-Scope:
● Pilot launching tabletop menu tablets in bar section.
● Tablet has features to highlight appetizers, specialty drinks and highlighted
entrees and with option to display coupon along with menu items.
● Training staff at both locations on new tablet menu system
● Ensuring kitchen staff and Front of House have resources needed at North and
Downtown locations so that allocated payroll is balanced and appropriate.
● Establishing website with new menu.

Out-of-Scope:
● Return policy change for food sent back to kitchen.
 ● Launching pilot in all dining areas instead of the bar area alone at the North
and Downtown locations.
● Reallocating payroll from Front of House to Back of House as there is not
enough data to determine best placed resources.

Benefits & Costs

Benefits:
● Companywide sales growth by 28% End of Year.
● Increased average ticket by $10 from $65 to $75 per party.
● Increased product mix, increased sales of appetizers, specialty drinks and
highlighted entrees.
● Increased service time and table turn leading to increased daily average guest
turnout and customer satisfaction.
● Increased food accuracy leading to improved customer satisfaction, less food
waste.
● Improved morale in both Front of House, Back of House, leading to less
employee turnover and employee onboarding.

Costs:

● Training materials and fees: $10,000.

● Hardware/Software implementation across locations: $30,000.
● I.T. maintenance: $5,000.
● Updated website and menu design fee: $5,000.
● Other customization fees: $550.

Appendix:

● Monitor Front of House and kitchen payroll bandwidth to determine how funds
should be distributed is out of scope for current project but needs to be
addressed separately to ensure employee morale and that both F.O.H. and
B.O.H. can handle uptick in customers due to increased service time and
improved product mix. Major stakeholders have yet to agree how to resolve this
issue. Alex thinks we need to reallocate funds from F.O.H., but Gilly is worried
taking away funds from F.O.H. will impact service there, as well as there is no
data to support that the tablets will increase sales or guest count enough to
justify more kitchen staff. Deanna has proposed hiring 2 part time cook
positions in the meantime.
● Alex and Carter want a policy change for returns based on error when food is
sent back to kitchen since the tablets will record what the guests actually
ordered but Gilly thinks it needs to be addressed separately from this project
and also is concerned it will cause tension for servers to “fact check” guests.
Carter maintains the only way to measurably reduce food is to decrease how
much food is comped, as well as returned food to the kitchen impacts the
kitchen staff during busy times.
● Both Omar and Deanna want to expand the pilot tablet to all dining areas, but
the risks outweigh the benefits, as well as it would put us way out of scope for
this current project. Gilly is open to this idea, but Alex and Peta are not. Based
on all data it is determined to be out of scope for this project.

● Deanna wants to include decreasing guest wait time as a separate goal, but
both Gilly and Alex as well as Peta think that by increasing table turn and
average guest count the guest wait time will naturally decrease along with it
and does not need to be a separate goal altogether.

● Both Gilly and Alex are unsure of the impact the tablets will have on their
measurable sales of appetizers and specialty drinks, but Deanna maintains that
due to the companywide goal of increasing product mix that the goal for this
pilot will be a 15% sales increase overall with adjusted sales goals of 20% at
the Downtown location and 10% at the North location.

● Carter wants a goal to improve kitchen employee morale, but Alex has
reminded him that this can be a goal independent of this project.