This is a Restaurant Metric Dashboard (Diamond) Report, it is one of reports that Balanced Scorecard Designer can generate for Restaurant KPI. With this software you can also design your own scorecards, KPIs and metrics.


Restaurants Scorecard

Report includes: 2 day(s), from 13.03.2009 to 14.03.2009

  Name Start value End value Dynamic Contains
Root Restaurants Scorecard  62,88 % 53,55 % -9,33 %
Financial Perspective(45,6%, -32,68%Down)
Visitors� Experience and Service Perspective(61%, 8,89%Up)
Kitchen Management Perspective(42,8%, -15,91%Down)
Marketing and Sales Perspective(65%, 4,96%Up)

Graph for Restaurants Scorecard

Graph for Restaurants Scorecard

Data for Restaurants Scorecard

DatesValue
13.03.200962,88
14.03.200953,55


Financial Perspective

  Name Start value End value Dynamic Parent Contains
Root Financial Perspective SLYellow 78,3 % 45,62 % -32,68% Restaurants Scorecard
Indicators
Wage Costs: Sales
Annual Revenue Generated
Net Earnings Rise
'Per Seat Hour Revenue� Available *
Percentage Increase in Per Order or Per Customer� Revenue *
* - Information for this metric is limited in sample report Description This group of indicators is to gain an understanding of the way financial progress is being made.

Graph for Financial Perspective

Graph for Financial Perspective

Data for Financial Perspective

DatesValueWeight
13.03.200978,33
14.03.200945,623


Wage Costs: Sales

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Wage Costs: Sales DownGreenSLYellow 15,4 14,5 -0,9 % Minimize Financial Perspective
Description This KPI is equal to the ratio borne by the �wage costs� to �total sales�. It helps in optimizing the wages structure according to the sales being drawn.

Graph for Wage Costs: Sales

Graph for Wage Costs: Sales

Data for Wage Costs: Sales

DatesWeightMinMaxValue
13.03.2009253015,4
14.03.2009253014,5


Annual Revenue Generated

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Annual Revenue Generated DownRedSLRed 4,0543 0,9428 -3,111 $million Maximize Financial Perspective
Description This can be thought as the most important indicator to know the financial standing of the restaurant.

Graph for Annual Revenue Generated

Graph for Annual Revenue Generated

Data for Annual Revenue Generated

DatesWeightMinMaxValue
13.03.200920,154,0543
14.03.200920,150,9428


Net Earnings Rise

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Net Earnings Rise DownRedSLYellow 47,16 34,96 -12,2 % Maximize Financial Perspective
Description This is equal to the rate at which the net earnings are increasing on quarterly basis.

Graph for Net Earnings Rise

Graph for Net Earnings Rise

Data for Net Earnings Rise

DatesWeightMinMaxValue
13.03.20092105047,16
14.03.20092105034,96


Visitors� Experience and Service Perspective

  Name Start value End value Dynamic Parent Contains
Root Visitors� Experience and Service Perspective SLYellow 52,12 % 61,01 % + 8,89% Restaurants Scorecard
Indicators
Number of Food or Service Quality Complaints
Frequency of Visits by Top 100 or 200 Customers
�Reference Customers� Rise
Drop in Time-lag *
* - Information for this metric is limited in sample report Description This is to gauge the way the clients and customers find the eating place.

Graph for Visitors� Experience and Service Perspective

Graph for Visitors� Experience and Service Perspective

Data for Visitors� Experience and Service Perspective

DatesValueWeight
13.03.200952,123
14.03.200961,013


Number of Food or Service Quality Complaints

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Number of Food or Service Quality Complaints UpRedSLYellow 0,792 2,068 + 1,276 # Minimize Visitors� Experience and Service Perspective
Description It refers to the number of food or service quality complaints received by the restaurant manager over a period of last 3 months.

Graph for Number of Food or Service Quality Complaints

Graph for Number of Food or Service Quality Complaints

Data for Number of Food or Service Quality Complaints

DatesWeightMinMaxValue
13.03.20093040,792
14.03.20093042,068


Frequency of Visits by Top 100 or 200 Customers

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Frequency of Visits by Top 100 or 200 Customers DownRedSLYellow 32,045 20,285 -11,76 # Maximize Visitors� Experience and Service Perspective
Description This is an important reflector for knowing whether the quality of service is fluctuating or not. The value can be had on yearly basis.

Graph for Frequency of Visits by Top 100 or 200 Customers

Graph for Frequency of Visits by Top 100 or 200 Customers

Data for Frequency of Visits by Top 100 or 200 Customers

DatesWeightMinMaxValue
13.03.20092155032,045
14.03.20092155020,285


�Reference Customers� Rise

  Name Start value End value Dynamic Measure units Optimization method Parent
Root �Reference Customers� Rise UpGreenSLYellow 0,2042 0,8482 + 0,644 # Maximize Visitors� Experience and Service Perspective
Description This indicator is to know the reputation the eatery has earned in the locality so far. The value is equal to the �people who came through reference� to �total number of customers�.

Graph for �Reference Customers� Rise

Graph for �Reference Customers� Rise

Data for �Reference Customers� Rise

DatesWeightMinMaxValue
13.03.200930,20,90,2042
14.03.200930,20,90,8482


Kitchen Management Perspective

  Name Start value End value Dynamic Parent Contains
Root Kitchen Management Perspective SLYellow 58,7 % 42,79 % -15,91% Restaurants Scorecard
Indicators
Number of Kitchen Hours
Costs of Kitchen Linen
Stock Turnover Rate
Food Cost Borne on per Head Basis *
* - Information for this metric is limited in sample report Description This set of indicators gives a quantitative manner in which the processes at the organization are occurring.

Graph for Kitchen Management Perspective

Graph for Kitchen Management Perspective

Data for Kitchen Management Perspective

DatesValueWeight
13.03.200958,72
14.03.200942,792


Number of Kitchen Hours

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Number of Kitchen Hours  DownRed 18,753 16,008 -2,745 hrs Maximize Kitchen Management Perspective
Description This KPI is equal to the number of kitchen hours that are worked on daily basis.

Graph for Number of Kitchen Hours

Graph for Number of Kitchen Hours

Data for Number of Kitchen Hours

DatesWeightMinMaxValue
13.03.20093152418,753
14.03.20093152416,008


Costs of Kitchen Linen

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Costs of Kitchen Linen UpRed 1733 4572,5 + 2840 $ Minimize Kitchen Management Perspective
Description This is equal to the costs incurred for uniforms, towels and aprons.

Graph for Costs of Kitchen Linen

Graph for Costs of Kitchen Linen

Data for Costs of Kitchen Linen

DatesWeightMinMaxValue
13.03.2009250050001733
14.03.2009250050004572,5


Stock Turnover Rate

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Stock Turnover Rate UpRedSLYellow 5,237 6,111 + 0,874 days Minimize Kitchen Management Perspective
Description This gives the pace at which the major stock is replaced to make sure that fresh and hygienic food is prepared for the customers all the time.

Graph for Stock Turnover Rate

Graph for Stock Turnover Rate

Data for Stock Turnover Rate

DatesWeightMinMaxValue
13.03.200931205,237
14.03.200931206,111


Marketing and Sales Perspective

  Name Start value End value Dynamic Parent Contains
Root Marketing and Sales Perspective SLYellow 60,05 % 65,01 % + 4,96% Restaurants Scorecard
Indicators
Response Rate
Percentage Increase in the �Number of Bookings� on week-ends
Press Mentions
Sales Query Conversion Rate *
* - Information for this metric is limited in sample report Description This group of indicators is to know the attempts being made for becoming more known in the neighborhood.

Graph for Marketing and Sales Perspective

Graph for Marketing and Sales Perspective

Data for Marketing and Sales Perspective

DatesValueWeight
13.03.200960,052
14.03.200965,012


Response Rate

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Response Rate DownRedSLRed 91,42 87,82 -3,6 % Maximize Marketing and Sales Perspective
Description This is to know the effectiveness of the marketing campaigns run by the eatery.

Graph for Response Rate

Graph for Response Rate

Data for Response Rate

DatesWeightMinMaxValue
13.03.200924010091,42
14.03.200924010087,82


Percentage Increase in the �Number of Bookings� on week-ends

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Percentage Increase in the �Number of Bookings� on week-ends UpGreen 54,96 59,44 + 4,48 % Maximize Marketing and Sales Perspective
Description This again is significant in reflecting the popularity of the eating place. The KPIs shows the % increase in number of bookings on the week-ends.

Graph for Percentage Increase in the �Number of Bookings� on week-ends

Graph for Percentage Increase in the �Number of Bookings� on week-ends

Data for Percentage Increase in the �Number of Bookings� on week-ends

DatesWeightMinMaxValue
13.03.200932010054,96
14.03.200932010059,44


Press Mentions

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Press Mentions UpGreenSLYellow 5,324 9,944 + 4,62 # Maximize Marketing and Sales Perspective
Description This is to obtain an idea of the extent to which �press coverage� is managed by the restaurant. The value can be had on yearly basis.

Graph for Press Mentions

Graph for Press Mentions

Data for Press Mentions

DatesWeightMinMaxValue
13.03.200933105,324
14.03.200933109,944
Created by: AKS-Labs
Report created with Balanced Scorecard Designer at 09.03.2009 21:54:30

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