Fortunately, new technology lets restaurants adopt some of ecommerce’s best practices. From an IT perspective, this requires four key elements:
A system to close the loop at the guest level on promotional offers. It’s not enough to have a POS discount key for “Father’s Day promo” anymore. You need to know which dad (or mom!) responded to that offer, what they bought, and who they brought in with them.
The ability (either directly or through your credit card processor) to access payment data in order to identify individual guests when they return. This data set is essential – it’s the lifeblood of ecommerce. Fortunately, the ecommerce players have pioneered safe, secure ways to get at data without compromising PCI safeguards.
A guest-centric data warehouse to store all the key data sets — check level POS data, payment data, marketing data, loyalty program data if available, reservations, online ordering, guest responses, and third party data such as Prizm or Mosaic.
An analytics layer. The requirements here go way beyond static or standardized reporting. Marketing needs to be able to cut data in an ever-changing variety of ways to identify key patterns and segments.
Marketing, in turn, must partner with IT on determining goals. What is the restaurant trying to accomplish and what can be left out? Take joint meetings with IT to look at vendors to help give a sense of what’s possible. But then let IT do their job. Next, build the business case. Moving to a data driven marketing strategy will require shifting budget from other media, or finding new budget dollars. Determine appropriate metrics and the desired payoff. Setting up high level, high visibility “report cards” is critical. For example, “Our 2015 goal is to grow the annual spend of our top three customer groups by 4%, thereby delivering $17.5M of incremental sales.” That will get the CFO’s attention and the goal is doable. Finally, design and execute the marketing plan. That will likely require a trained data and analytics expert, and/or a close partnership with a company that analyzes data 24/7. Either way, it’s important to not over-reach in the beginning. Year one is about becoming familiar with the data, drawing insights, and learning a new language—segments, deciles, annual spend, customer acquisition costs, and lifetime value. The good news is there is usually a great deal of quick wins, such as offer optimization.
Introducing data-driven marketing may seem like a daunting task, but the ability to predictably drive sales should incent even the most cautious. The benefits of bringing an early mover are huge. These restaurants will have more data to work with two to three years out. More data, gathered over a longer period of time, becomes its own competitive advantage. Just ask Amazon.
This article outlines some of the procedures that are used in the Hospitality Industry accounting departments. Beginning with document retention, GAAP is followed to comply with how long the documents need to be kept. In keeping documents, data security needs to be in place to protect sensitive information. Internal controls are also important and follow GAAP, so that stakeholders and owners are protected. The procedure is so that the proper allocation of assets are maintained. Revenue recognition is also part of accounting procedures, as revenues may be sorted in various ways as appropriate. Lastly, timeshare accounting being one of the most complicated, due to the different agreements. I found this article to be a good guide in knowing the basic procedures that are followed in hospitality accounting.
