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![Page 1: 1 Quick Order Pass Presented By: Andrej Ciric and Chris Roberts Representing: Quick Order Systems, Inc. CS410 - Professional Workforce Development I.](https://reader036.fdocuments.net/reader036/viewer/2022062806/56649e605503460f94b5b6fa/html5/thumbnails/1.jpg)
1
Quick Order Pass
Presented By: Andrej Ciric and Chris RobertsRepresenting: Quick Order Systems, Inc.
CS410 - Professional Workforce Development I
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2
Team Members
Andrej CiricProject Manager
Christian CrisostomoDemographics
Kevin JonesRisk Assessment
Christopher RobertsTechnical Feasibility
Software Development
Michael SchaeferWebsite
Documentation
Carlton Northern Marketing
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Overview
Societal ProblemProposed SolutionProject Schedule
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Societal Problem
The process coffee houses use to provide specialty orders is inefficient, inconvenient and error prone.
![Page 5: 1 Quick Order Pass Presented By: Andrej Ciric and Chris Roberts Representing: Quick Order Systems, Inc. CS410 - Professional Workforce Development I.](https://reader036.fdocuments.net/reader036/viewer/2022062806/56649e605503460f94b5b6fa/html5/thumbnails/5.jpg)
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Inherent Complexity of Specialty Orders
Starbucks menu:
73 Regular Menu Items
10 Flavors of Syrup
13 Modifiers
9490 possible combinations assuming only (1) of each is selected.
http://www.starbucks.com
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Traditional Transactions
Inefficient Inconvenient Error prone
“ I’d like a double tall, non-fat, decaf, vanilla latte, one-pump walnut, with room, please”
Consider a typical order by a daily customer:
Order
Cash/Credit
Change/Credit & Receipt
OrderAmount Owed
Cash/Credit
Change/Credit & Receipt
Amount Owed
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Proposed Solution
Develop a system that can digitally:Retrieve an order Provide payment
Without verbal communication.
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Typical Transaction with Our System
Quick Order is accurate Payment is precise Easy to use
Order & Payment
Receipt
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Typical System Use:
Customer #
Receipt Customer #
Waves Pass
1010010111101010101
Customer #, 30bits
Central Database
Customer #
Order &Account Balance
New AccountBalance
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Solution Will Not
Eliminate preparation errorsPreclude current ordering systems
Can always order and payProhibit order changesEliminate the casual customer
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Project Organization
Project Organization
Management Plan Evaluation Plan Marketing Plan Funding Plan
Scheduling and AccountsIndustry ConsultationTestingTeam Formation
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Management Organization
Weekly team meetings Take minutes Progress performance assessment
Schedule deadlines WBS Team status checks
Technical Progress and Reporting Evaluation plan
Software development protocols CVS – (Concurrent Versions System ) Design Documentation
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Evaluation Plan
Design Reviews All design documents evaluated before implementation Industry consultation as necessary Documentation generated
Quality Reviews Deliverables evaluated at each phase by team and independent testers Post mortem evaluation of group process and effectiveness Documentation generated
Testing Testing at each stage of Research and Development Independent evaluation of product Documentation of testing process and integration
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Evaluation Plan, Cont.
Beta-site testingProduct in real world environmentCustomer feedbackConsumer feedback
Seamless integration
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Funding Plan
• SBIR Grant Funding• National Science Foundation • The NSF support’s high quality projects on important scientific, engineering, or
science/engineering education problems and opportunities that lead to significant commercial and public benefit.
• Phase 1• Maximum 100k• December 8th
• Phase 2 • January 29th
• Maximum 750k
• Old Dominion University• Provides
• Facilities• Ethernet
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Marketing Plan
Major coffee shop retailer criteria:
Extensive market share Strong future growth and revenue potential Compatible market strategies in regards to our
product High repeat order frequency
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Market Identified
Net Revenue 2003:
$4.1 billion Net Earnings 2003:
$268.3 million 77% of Net Revenue
from beverage sales
http://www.fool.com/news/commentary/2004/commentary040130ram.htm http://www.starbucks.com/
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Starbucks U.S. Market by Stores
Source: http://www.organicconsumers.org/starbucks/indie-coffee.cfm AND http://www.starbucks.com/aboutus/pressdesc.asp?id=454
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Market: Customer Use
A: Are you a repeat customer here?B: Do you order the same thing most of the time?C: If you had small device that could store your order would you use it?D: If you could pay with this device also, would you use it?
Starbucks Survey50 people
98%
2%
70%
30%
54%
46%
52%
48%
0
10
20
30
40
50
60
Yes No Yes No Yes No Yes No
Am
ou
nt
of
Peo
ple
A B C D
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Faster Service Generates Revenue
Statistics indicate that each six-second improvement in speed of service generates an extra 1 percent of sales.
Wireless payment methods have shaved 15 to 20 seconds off transaction times.
http://pittsburgh.bizjournals.com/pittsburgh/stories/2004/05/31/story6.html?t=printable%208sep04 http://www.chainleader.com/archive/0702/0702tech.html
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Starbucks Card
Consumer use
Stored value card Starbucks Card: 35 million cards activated to date. Customer “buys” card at store, over the phone, or
on the Starbucks website Customer registers on Website or over the phone Ties registered user to unique number on card
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Quick Order System
Will follow exact same registration process as current system
Transponder can be in card or keychain format
Requires addition of customer order number field in the central database
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Required Hardware
Hardware Required:
RFID Reader Model p_1023
Transponder POS Terminal
IBM 4695-322
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Software GUI
Register Person: Hi, How may I take your order?Customer: I would like a double café latte please.Register Person: Double café latte, that will be $1.03 please.Customer: Here is $2.00.Register Person: Okay $2.00Register Person: here is your change and receipt. Thank you and have a nice day.
Order Display:
Double café latteTotal: $1.03Payment: $2.00Change: $0.73
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Quick Order Pass Full Use
Register Person: Hi, how may I help you?Customer: (Uses Quick Order Pass) Register Person: Thank you and have a nice day.
Order Display:
Double café latteTotal: $1.03Change: $0.00
SaveOrder
Pass
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Phase 0: Deliverables
Feasibility presentationMilestone presentation
WBSFinal Approval presentation
SBIRProject Website
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Phase 0: Conception Schedule
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Phase 0: Project Conception
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Phase 0: Budget
None
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Phase 1: Deliverables
Documentation Technical Description Paper Budget White Paper Draft Sub-contractual Paper User’s Manual
Market Research Prototype Design Lab Prototype Project Website SBIR Phase 2
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Phase 1: Proof of Concept Schedule
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Phase 1: Organization
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Phase 1: Budget
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Phase 2: Deliverables
Production SpecificationsBeta-test contractsManagement planPersonnel planTest/Evaluation planMarketing plan
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Phase 2: Prototype Development
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Phase 2: Prototype Development Organization Chart
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Phase 2: Budget
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Phase 3: Deliverables
Sales ContractsProduct ManualsCustomer Support LocationProduct Roll-outOut Year Strategy
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Phase 3: Production Schedule
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Phase 3: Production Organization Chart
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Phase 3: Budget
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Consumer Response
Security
Transition
Component Cost
Starbucks Not Interested
Risk Analysis/Mitigation
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Risk AnalysisRisk Mitigation Likelihood Consequence
Starbucks not interested
Additional market research - modify product
Low High
High component cost
Cost Benefit
Analysis
High Medium
Transition Training High Low
Security Device Proximity Low Medium
Consumer Acceptance
Slight difference from current use
Low High
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Summary
Efficient and convenientBased on developed technology
Highly accurateEasy to integrate
Strong market potential
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Questions
?
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Appendix
A. Determining CostB. Hardware CostC. Survey Raw Data
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Hardware Installation Profit Table
Item Number of units
Base Cost Cost to
Retailer
Profit
RFID Reader 3 @ 45.00 135.00 270.00 135.00
Cables 3 @ 3.00 9.00 18.00 9.00
Mounting and Installation
3 @ 110.00 330.00 660.00 330.00
Total 948.00 474.00
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Hardware Cost
Hardware cost: RFID Readers: Base cost is 45.00, Cost to Starbucks 90.00 Cables: Base cost is 3.00, Cost to Starbucks 6.00 Installation: Base Cost is 110.00, Cost to Starbucks 220.00 Figures from Hardware Installation Table assume 3 registers. Transponder: Base Cost is 0.20, Cost to Starbucks is 0.30
5500 stores are capable of accepting the Starbucks Card currently
http://www.phidgetsusa.com/viewcategory.asp?category=USB+Sensors http://www.starbucks.com
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Hardware Costs to Starbucks
948,000
2,370,000
3,790,000
5,210,000
7,580,000
0
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
7,000,000
8,000,000
Cost (dollars)
1000 stores 2500 stores 4000 stores 5500 stores 8000 stores
Number of Stores
Hadware Installation Cost to Starbucks
1000 stores
2500 stores
4000 stores
5500 stores
8000 stores
Refer to Appendix for details
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Transponder Cost to Starbucks
1,500,000
4,500,000
7,500,000
10,500,000
13,500,000
0
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
14,000,000
Cost (dollars)
5 million 15 million 25 million 35 million 45 million
Transponders
Transponder Cost to Starbucks
Refer to Appendix for details
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Starbucks Profit by Tag Use
947,000
2,840,000
4,730,000
9,500,000
14,200,000
23,700,000
0
5,000,000
10,000,000
15,000,000
20,000,000
25,000,000
Profit (dollars)
1 percent 3 percent 5 percent 10percent
15percent
25percent
Customers using Tag
Starbucks Profit by Customer use (per fiscal year)
Refer to Appendix for details
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Starbucks Break Even Analysis
Starbucks Break Even Analysis
-6,200,000
3,300,000
9,500,000
-8000000
-6000000
-4000000
-2000000
0
2000000
4000000
6000000
8000000
10000000
12000000
Year 1 Year 2 Year 3
Year
Pro
fit
(do
llar
s)
Series1
Series2
Refer to Appendix for details
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QOS, inc. Profit by Transponder
500,000
1,500,000
2,500,000
3,500,000
4,500,000
0
500,000
1,000,000
1,500,000
2,000,000
2,500,000
3,000,000
3,500,000
4,000,000
4,500,000
Profit (dollars)
5 million 15 million 25 million 35 million 45 million
Number of Transponders
QOS, inc. Profit by Tranponder
5 million
15 million
25 million
35 million
45 million
Refer to Appendix for details
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QOS, inc. Profit by Hardware
474,000
1,185,000
1,895,000
2,605,000
3,790,000
0
500,000
1,000,000
1,500,000
2,000,000
2,500,000
3,000,000
3,500,000
4,000,000
Profit (dollars)
1000 stores 2500 stores 4000 stores 5500 stores 8000 stores
Stores
QOS, inc. Profit by Hardware
1000 stores
2500 stores
4000 stores
5500 stores
8000 stores
Refer to Appendix for details
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Determining Profit / Cost
Estimates based off Starbucks Net Revenue, 2003. 77% beverage sales
4.1 billion X 0.77 = 3.157 billion
Time: 15-20 second range from statistics, we use 18 second average
Sales increase 1% for each 6 seconds saved, therefore 18 / 6 = 3% increase in sales
3.157 billion x 0.03 = 94,710,000 million
94,710,000 assumes 100% customer use
Scaled Values based on current Starbucks Card Customer use
1. Starbucks Card represented 10% of all transactions in 2003
2. Starbucks Card, 35 million total activated to date
Profit potential (assuming 10% customer use): 94,710,000 x 0.10 = 9,471,000 million
Potential Cost: 35 million x 0.30 = 10.5 million
http://www.fool.com/news/commentary/2004/commentary040130ram.htm http://www.starbucks.com/aboutus/pressdesc.asp?id=451 http://www.entrepreneur.com/article/0,4621,315202,00.html http://www.mindfully.org/Technology/2004/HyperActive-Bob8sep04.htm
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Survey Raw Data
Total 50 people surveyed Starbucks, Ghent Location 3-5pm
Questions Asked: 1. Are you a repeat customer here
Yes: 49 No: 1
2. Do you order the same thing most of the time? Yes: 35 No: 15
3. If you had a small device that could store your order, would you use it? Yes: 27 No: 23
4. If you could pay with this device also, would you use it? Yes: 26 No: 24
5. Of the people who answered Yes to 3 would they also pay with it? Yes: 26 No: 1
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Survey Raw Data
Location: Starbucks (Greenbrier location) Time: Times below recorded from Employee greeting, to receipt generation (in seconds)
81, 38, 32, 51, 46, 33, 72, 117, 76, 19, 24, 18, 23, 33, 77, 65, 32, 66, 16, 23, 31, 28, 14, 33, 40, 29, 25, 40, 130, 60, 31, 52, 20, 43, 41, 21, 37, 52, 24, 14, 18, 66, 24, 22, 35, 50, 20, 80, 34, 45
Average is 42 seconds
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Starbucks Growth
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Starbucks Projected Growth
www.starbucks.com
1000
4400
8700
15,000
30,000
0
5000
10000
15000
20000
25000
30000
Number of Stores
1998 2001 2004 2006 long term
Year
Starbucks Store Growth
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Commitment to Innovation
“These strong trends can be attributed to an all-time high level of innovation, continued speed-of-service improvements, and successful new store concepts”
Jim Donald, Starbucks CEO designate
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Starbucks Vision
Starbucks continues to refine the Starbucks Experience:
“Starbucks has become an enduring, global brand by continually raising the bar and finding ways to innovate throughout all areas of the business”
CEO Designate, Jim Donald
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Starbucks Order Modifiers
Americano: A coffee made w/ two shots of espresso and hot water.
Breve: A latte made w/ half-and-half. Cappuccino: A drink made w/ espresso and
foamed milk. Con Panna: Italian for whipped cream Creme: A coffee-free beverage Demitasse: Half-cup Doppio: Italian for double Double: Two shots of espresso Dry: More foam, less milk Espresso: Coffee's purest, sweetest and most
intense form. Frappucino: Icy and smooth drink Grande: 2nd to the largest size drink Half-Caf: One shot of regular and one shot of
decaf Latte: A drink made w/ espresso and steamed
milk Light: Less of something in a drink Macchiato: Italian for marked or stained Misto: Italian for mixed, combination of drip
coffee and steamed milk Mocha: A drink made w/ espresso, chocolate and
steamed milk
Quad: Four shots of espresso in a drink Ristretto: A short pull of espresso, capturing only
the sweetest part Shaken: Iced tea or coffee mixed w/ ice in a
shaker Short: Small drink size Single: One shot of espresso in a drink Skinny: Made w/ nonfat milk Solo: One shot of espresso by itself Tall: Regular size drink Triple: Three shots of espresso in a drink Unleaded: Decaffeinated Valencia: Orange syrup Venti: Large size drink Wet: More milk, less foam Whip: Whipped cream With Legs: To Go With Room: Space to add milk in a drink
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Competition Table: QOP vs. Starbucks Card
RFID Starbucks Card
(Magnetic Stripe)
Transaction time 15-20 seconds faster Normal
Duration 100,000 cycles 1,000 cycles
Durability High Durability Low Durability
Storage Capacity 1000+ Bytes 210 bytes
Security Encryption possible No Encryption
Cost $0.20 + $0.01-$0.40
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Order Times
Transaction Time
0
20
40
60
80
100
120
140
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35 37 39 41 43 45 47 49
Order Number
Tim
e (s
eco
nd
s)
Average Order Time (from greeting to receipt): 42 seconds
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Software Translation
Actual Start Actual Finish
Venti Decaf Café Latte Skim milk Extra Hot
Customer Order Number0010010101001011100101
Software Translation
Register Side Database matches bits to actual order
items
01001 à Cafe Latte
Order #, 100 bits
1010010111101010101….
Existent register software
matches item to cost and totals
order