Cafes have very much been an integral part of the global culture in our times with almost everybody having made innumerable visits to such places in their lives. Looking at it from another direction, it presents an interesting opportunity to 'earn' together with 'enjoying' the job of preparing and dispersing the hot drinks. However, when it comes to managing such a location, one should give the 'enjoyment' a backseat and be more pragmatic in approach. Consequently, a hunt for the probable answers starts. One of the solutions that come up is BSC. This rests on the fact that a process can be easily taken care of by spotting the factors having significant bearing on the operations. The indicators can be put together under heads like- Financial, Internal Operations, Raw Materials and Utilities and Employees Training and Development. The KPIs for Financial assessment are- '% jump in operating costs', 'percentage increase in per employee revenue', 'daily revenue generated' and '% climb in annual earnings'. Internal Operations can be had with KPIs like 'quality uniformity', 'unavailability index', 'number of items offered on the content list' and 'proximity rating'. Raw Materials and Utilities can be gauged using KPIs that relate to consumption of 'electricity, water and paper' and 'fraction bought from Fair Trade Certified Cooperatives'.Finally, Employees Training and Development can be had with metrics 'staff skill and expertise development', 'fraction of workforce that can be considered to have command over cafe latte art', 'training expenses: revenues' and 'staff capability scaling'.
Read Why do business professionals choose ready-to-use KPIs? to find out the answers to these questions:
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Coffee in many countries is a well-circulated and respected beverage. This observation has given Coffee shops the status of 'interesting places' to interact.
However, managing a cafe asks for a simultaneous pull of a number of aspects like 'financial operations', 'customer perspective', 'internal operations' and 'learning and growth perspective'. By constructing a cafe scorecard, one can easily put the relevant areas in the form of 'measurable indicators' to be monitored on timely basis.
This 'metrics approach' eases the job of cafe management to a significant extent as one just needs to follow these indicators to make sure that these are within the acceptable range. Consequently, the cafeteria can be run with more profits and proper resources utilization.
There has to be an absolute coordination between the supply and demand of the commodity, i.e. coffee. This in turn can be achieved by using the scorecard approach and moving on it for as long as possible. The breaking up of 'aspects that count' into phrases to which values can be assigned is the idea behind the above mentioned path. Summing it all, coffee bar can be effectively looked after by using this 'indicator studded scorecard'.
This is the actual scorecard with Cafe Performance Indicators and performance indicators. The performance indicators include: financial perspective, % jump in operating costs, percentage increase in per employee revenue, daily revenue generated, % climb in annual earnings, internal operations perspective, quality uniformity, unavailability index, number of items offered on the content list, number of additional services provided, proximity rating, raw materials and utilities perspective, electricity consumption, water usage, proportion of unbleached paper usage, fraction bought from fair trade certified cooperatives, employees training and development perspective, staff skill and expertise development, fraction of workforce that can be considered to have command over cafe latte art, training expenses: revenues, staff capability scaling.
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