Mgt 20130 Xh127 Data Informed Decisions 20da08hello Managersel EncantMGT-20130-XH127 Data Informed Decisions 20DA08 Hello Managers, El Encanto is pleased to ann

Mgt 20130 Xh127 Data Informed Decisions 20da08hello Managersel Encant ✓ Solved

MGT-20130-XH127 Data Informed Decisions 20DA08 Hello Managers, El Encanto is pleased to announce the introduction of a new table ordering system entering our establishment soon! Our goal with implementing new technology is to increase revenue by streamlining processes and enhancing our customer experience. The key revenue drivers of our business are speed/ efficiency, menu options, customer engagement, and décor/ ambiance. In reviewing several new forms of table serving technology, the search was narrowed down to 3 applications. 1) Digital Kiosk- 100% technology-controlled devices that increases speed/ efficiency and offers all menu options.

2) Tablets for Servers- Server controlled devices that increase speed/ efficiency with suggestions for menu options. 3) Android Operating System- Manual entry inventory system that decreases cost by consolidating orders for wholesale vendor pricing. This decision required sorting useful information from not useful information. For example, knowing tourist come from around the world in winter and summer was useful information because as an international destination our establishments should be up-to-date with technology however, the type of décor and tableware was not useful information needed to determine which technology should be used. The best tool for our establishments were chosen by decisions based on weighing important factors of the business.

We used three decision making models to help decide the outcome. See charts below. Paired Comparison Analysis Model Speed/ Efficiency Menu Options Customer Engagement Decor Speed/ Efficiency -1 +1 -1 Menu Options +1 +1 -1 Customer Engagement - Décor +1 +1 +1 TOTAL +1 -1 +3 -3 The Paired Comparison Analysis method helped compare each revenue driving factor against each other to determine which were the most and least important factors to focus on. (Decision Innovation N.D.) Based on this model +1 represents a higher priority and -1 represents a lower priority. Using this model, we determined our 1st priority is Customer Engagement, 2nd priority- Speed Efficiency, 3rd priority- Menu Options, 4th priority- Decor.

Th is stu dy re so ur ce w as sh ar ed v ia C ou rs eH er o. co m Analytic Hierarchy Process Model The Analytic Hierarchy Process method helped determine which tool would meet the most revenue driving factors. (Decision Innovation N.D.) Based on this model each line represents whether there is a connection from the goal to the factor, and the factor to the tool. While Digital Kiosks and the Android Operating System met some of the revenue driving factors, Tablets for servers is the only tool that meets all revenue driving factors. Lastly, we used the Intuitive process which is a non-rational decision-making method. Unlike the rational methods for decision making, the intuitive model is not based on analytics or facts to come to a decision. (Bauer, Erdogan, Short, Carpenter.

2016). The intuitive model is based on feeling, emotion, and experience. In this model we considered the below factors: 1) There is a need for technology upgrades. Up to date technology will keep us ahead of competitors and help increase revenue. 2) Digital Kiosks would eliminate face-to-face interaction with customers and could interfere with customer relations.

Customers who aren’t tech savvy may not enjoy the experience. 3) Android operating system may save costs but wouldn’t give the customer the cutting- edge technology experience. 4) Tablets for servers still allow personal interaction with the customer but faster service. Servers can upsell using their own sales skills with information available at their fingertips. The tablets look modern and cool to the customer which will add to the edgy ambiance.

Th is stu dy re so ur ce w as sh ar ed v ia C ou rs eH er o. co m The final decision was to invest in tablets for servers. This new tool will allow our servers the latest technology to maximize work time and efficiency without removing the personal contact with our customers. Tablets for servers has shown to increase tips by 23%, increase speed on service, and increase sales by giving the server suggestions to upsell the customer. This form of technology combined will help position El Encanto to obtain better efficiency, cost savings, better customer experience, and rapid growth. Sincerely, Ami Frazier Th is stu dy re so ur ce w as sh ar ed v ia C ou rs eH er o. co m REFERENCES Decision Innovation. (N.D.) Different Decision Making Techniques Can Improve Decision Outcomes and Your Effectiveness.

Retrieved from: Talya Bauer, Berrin Erdogan, Jeremy Short, and Mason A. Carpenter. (2016). Principles of Management. Boston, MA: FlatWorld. Retrieved from: management-3-0/citation Th is stu dy re so ur ce w as sh ar ed v ia C ou rs eH er o. co m Powered by TCPDF ( Decision-Making Details Basic Information El Encanto may choose to follow a lucrative fad or simply spend more resources than it’s worth; a proposed final decision is up to you!

Technology could make the restaurant experience more efficient and streamlined, but also more impersonal. Which is the right choice for your upscale state-wide chain of Mexican restaurants? Which of the following technologies, if any, or in combination, should be adopted by the El Encanto chain? Possible Technologies Digital Kiosk: The digital kiosk offers notable personalization, but also may take away from ambiance. Additionally, it has the opportunity to make the restaurant more money.

The kiosks could be placed at intervals around the restaurant; people would then stand to order and then again to pay, giving them more control over their dining experience. The kiosk only accepts credit cards and provides the fastest options for both ordering and paying the bill. The menu is fully digital and also fully personalized. This means that a person can personalize based on dietary constraints or nutritional information. Additionally, the customer’s previous personalized orders are accessible.

Orders immediately go to the kitchen technology. The kiosk uses artificial intelligence (AI) to make upsell suggestions, which increases orders by at least 10%, and automatically makes suggestions for in-stock beer and wine pairings. One kiosk is ,200, and each restaurant would need three to four kiosks. Tablet for Servers: The tablet option gives more human interaction than the digital kiosk, but less personalization. It would make the customer experience faster than normal service, but not as fast as a digital kiosk, given that a server would need to bring the technology.

The digital ordering system is fully operated by the server, and orders automatically populate to the kitchen. The tablet offers suggestions such as beer and wine pairings, or appetizers, but relies on servers to make recommendations to the table. Payment is accepted at the table by the server using the tablet, which results in 23% higher tips. Additionally, splitting checks is easy with the tablet. El Encanto would need 8 to 10 tablets per restaurant, and each is approximately 0.

New Android Operating System: This technology would not be customer-facing; instead, it helps streamline operations for the restaurant managers. Orders are taken with the traditional pen and paper (assuming tablets or kiosks are not also purchased) and entered into the system at a central location by the server. This system then communicates special requests and orders to the kitchen. It tracks inventory in real time, which assists the manager with wholesale orders. This provides the most human interaction and accepts cash and credit card.

The customer will take a normal amount of time to order and pay (again, unless paired with another technology). This operating system (OS) decreases restaurant costs by 12%. Also, it keeps data in the cloud regarding inventory, trends, and other relevant statistics. This aids managers in making decisions for their particular restaurant, such as restocking, specials, and amending menu items. This OS costs

Mgt 20130 Xh127 Data Informed Decisions 20da08hello Managersel Encant

Orders immediately go to the kitchen technology. The kiosk uses artificial intelligence (AI) to make upsell suggestions, which increases orders by at least 10%, and automatically makes suggestions for in-stock beer and wine pairings. One kiosk is $1,200, and each restaurant would need three to four kiosks. Tablet for Servers: The tablet option gives more human interaction than the digital kiosk, but less personalization. It would make the customer experience faster than normal service, but not as fast as a digital kiosk, given that a server would need to bring the technology.

About the Chain Each restaurant has its own feel, ranging from modern to contemporary to eccentric. The traditional balance of fresh, home-style Mexican food, light wooden decor, and lots of windows (as well as intimate outdoor patio space) gives a more traditional and upscale feel; however, the accents and servers are often quite edgy. That said, there are certainly some managers and staff who are more traditional and cater to a more traditional clientele. El Encanto has a unique menu offering of upscale Mexican food. Cooked with fresh herbs, this food is light with robust flavors.

It offers a smaller and somewhat seasonal menu of more traditional dishes. It serves both wine and beer and has a full bar. All restaurants set the table with stemware and cloth tablecloths. Most restaurant hours are 11 a.m. to 10 p.m., seven days a week. About Maine’s Clientele Maine is known for having a relatively traditional but free-spirited population year-round.

It also has the oldest and most rural population in the United States. In regard to its beliefs about technology, the population ranks in the bottom ten states in the nation. During the summer and winter months, however, numerous people from Quebec as well as Massachusetts and New York come to its beaches, mountains, and ski resorts. Thus, both tourists and locals enjoy dinners out. Additionally, the majority of El Encanto restaurants are in the more metropolitan locales.

References Bouchard, K. (2018, August 7). National summit on aging targets Maine, home to nation’s oldest, most rural population. Portland Press Herald. Retrieved from maine-for-its-oldest-most-rural-population/ State Technology and Science Index. (n.d.). Retrieved from Scenario After you’ve worked for years as a manager at one branch of El Encanto, a state-wide chain of Mexican restaurants in Maine, the business has been sold.

The new owner has a lot of energy and ideas! They have gone over financials and decided that, because your restaurant is doing the best, you get to lead the group of managers in an exploration of adding a table ordering system to the chain’s restaurants. The new owner has discussed with managers the value in using nonrational aspects of decision making, but understands that the group is used to more rational models. The owner requests that you use clear decision-making models of your choice to propose a decision about the addition of table ordering technology for El Encanto as a whole. The owner wants you to send an email to the group that includes showing your process of using two different rational decision-making models; additionally, they want you to explain how using a nonrational approach enhances the initial decision.

The managers know the new owner is considering adopting different technology options chain-wide, and though they are excited, they are also apprehensive. Not just one decision-making model is perfect for all circumstances, and your email gets to show that flexibility and wisdom. The rational models would have been used under the previous owner and are relatable to the current managers, but the non-rational concepts include aspects that pure data can’t account for. You will follow the same process for both rational models. Directions First, choose at least two rational decision-making models appropriate to the scenario.

Then, make the decision of which models best apply to the decision-making details in the supporting document. Using the tools or framework provided by the decision-making models, make an initial decision. Use a format that makes the most sense for this; different formats (e.g., flowchart, bullets) work better for different models. You will need to explain your decision-making rationale (process). Finally, you will need to include how irrationality, people, and other considerations change the output of one of the rational decision-making models. · The managers are keenly interested in what information was included in the decision-making process and what you deemed extraneous.

Make sure to include how you parsed the information into “importantâ€ and “not importantâ€ categories for both rational decision-making models. · Label each step of both rational decision-making models as you apply them to the scenario. Additionally, clarify what information you are using, or what smaller decision is made in each step. · Of particular interest to the managers will be your rationale for decision making and the process you used. To ensure the managers fully understand your process and decision, include the following: · Describe places of convergence and divergence in the processes as well as, perhaps, the final decisions of each rational decision-making model. · As needed for clarification, elaborate on the importance of the divergences and which model produced the best choice in your opinion, adopting one or more technologies—or not. · Because your new owner believes in taking as many variables into account as possible, amend the initial “rationalâ€ decision in some way that shows nonrational decision-making factors were taken into consideration.

Some possible enhancements may relate to time, scope, or cost. While working, closely consider the following: · Include whether there is information needed that is not provided, and how that may influence the decision. · Include any discrepancies between one or both rational decision-making models and the more flexible nonrational models. · Include what aspects you considered that weren’t included in the rational models. What to Submit Every project has a deliverable or deliverables, which are the files that must be submitted before your project can be assessed. For this project, you must submit the following: Email to Managers In attachments, show two rational decision-making models with the specific steps labeled, as well as an elaboration of your thought process with each step and the inclusion of nonrational decision-making factors. This should be a professional email giving a broad overview of your process as well as the final proposed decision.

,300 per restaurant.

Paper for above instructions

Subject: Proposal for Table Ordering System Implementation at El Encanto
Dear Managers,
I hope this email finds you well. I am excited to share the recent developments regarding the implementation of a table ordering system at El Encanto. Our goal is to enhance our operational efficiency, customer engagement, and ultimately, our revenue. In this proposal, I will outline the decision-making process we followed using two rational decision-making models: the Paired Comparison Analysis and the Analytic Hierarchy Process. Additionally, I will explain how a nonrational approach enriched our decision-making process by considering aspects that purely analytical methods may overlook.

Rational Decision-Making Models

1. Paired Comparison Analysis Model
To effectively evaluate our revenue-driving factors — speed/efficiency, menu options, customer engagement, and décor/ambiance — we utilized the Paired Comparison Analysis model. This method facilitates a side-by-side comparison of factors to determine their relative importance.
Step 1: Identify Factors for Comparison
- Speed / Efficiency
- Menu Options
- Customer Engagement
- Décor / Ambiance
Step 2: Perform Pairwise Comparisons
We used a scoring system where +1 indicates a higher priority factor, and -1 indicates lower priority. Each factor was compared against the others in pairs to arrive at the following results:
- Speed / Efficiency vs Menu Options: +1 (Speed is more important)
- Speed / Efficiency vs Customer Engagement: -1 (Customer Engagement is more important)
- Speed / Efficiency vs Décor: +1 (Speed is more important)
- Menu Options vs Customer Engagement: -1 (Customer Engagement is more important)
- Menu Options vs Décor: -1 (Menu Options less important)
- Customer Engagement vs Décor: +1 (Customer Engagement is more important)
After totaling the scores:
- Speed / Efficiency: +1
- Menu Options: -1
- Customer Engagement: +3
- Décor: -3
Convergence: The analysis highlighted that Customer Engagement and Speed/Efficiency were our primary focus areas, influencing our decision towards implementing technology that enhances these aspects.
2. Analytic Hierarchy Process (AHP)
We applied the Analytic Hierarchy Process (AHP) to further solidify our choice of technology based on how well each tool could meet the essential revenue-driving factors.
Step 1: Identify Decision Criteria and Weighting
We reviewed three potential technologies:
- Digital Kiosks
- Tablets for Servers
- Android Operating System
Step 2: Determine the Relationship of Tools to the Factors
The following matrix illustrates how each tool aligns with the identified factors.
| Technology | Speed/Efficiency | Menu Options | Customer Engagement | Décor/Ambiance |
|-------------------------|------------------|--------------|---------------------|-----------------|
| Digital Kiosk | High | High | Low | Medium |
| Tablets for Servers | Medium | Medium | High | High |
| Android Operating System | Low | Low | Low | Medium |
Upon analyzing the relationships:
- Digital Kiosks were efficient with high-speed operations and extensive menu options but neglected personal engagement.
- Tablets for Servers showed a balance with high customer engagement without substantially sacrificing efficiency.
- The Android Operating System offered operational benefits but presented limitations in customer interaction.
Outcome: The AHP highlighted Tablets for Servers as the best fit, meeting our prioritized factors effectively, particularly Customer Engagement and Speed/Efficiency.

Nonrational Decision-Making Considerations

Beyond the rational analyses, we diverged into a nonrational approach to include qualitative aspects that are pivotal for our organization's persona and customer base. Nonrational decision-making focuses on the more subjective elements such as emotions and personal experiences.
Factors Considered:
1. The importance of personal interaction in an upscale restaurant context cannot be overstated. Digital Kiosks, while technologically advanced, could disconnect our staff-environment dynamics and contribute to an impersonal dining experience (Bauer et al., 2016).
2. Market research highlights a substantial portion of our clientele values technology that enhances human interactions, especially in restaurants (Bouchard, 2018). Tablets for servers can help meet this need while retaining the added advantage of faster service.
3. While cost-saving aspects of the Android Operating System are appealing, the lack of customer engagement may downgrade the overall dining experience, indirectly impacting revenue in terms of customer loyalty and satisfaction.
In contrast to our rational models, the intuitive and emotionally driven insights provided critical context. By embracing nonrational elements, we recognized the need for a customer-centric approach, ensuring our decisions resonate with our clientele's preferences and expectations.

Final Decision

After integrating insights from both rational and nonrational viewpoints, we conclude that investing in Tablets for Servers represents the most beneficial technology solution for El Encanto. This choice not only addresses our operational efficiency and revenue enhancement goals but also aligns with creating memorable customer experiences through personal interaction.
The decision-making process has identified Tablets for Servers as a superior option due to its dual benefits of increased speed and improved customer engagement. Moreover, our final considerations underline the importance of emotional connectivity within our customer interactions.

Conclusion

In summary, the application of both the Paired Comparison Analysis and the Analytic Hierarchy Process demonstrated the identification of essential factors, while the nonrational approach contributed valuable qualitative insights. By blending both rational and emotional considerations, we can confidently move forward with a decision that aligns with El Encanto's values and future growth objectives.
I look forward to discussing this proposal further and hearing your thoughts.
Best regards,
[Your Name]
[Your Position]
El Encanto

References

Bauer, T., Erdogan, B., Short, J., & Carpenter, M. A. (2016). Principles of Management. Boston, MA: FlatWorld.
Bouchard, K. (2018, August 7). National summit on aging targets Maine, home to nation’s oldest, most rural population. Portland Press Herald. Retrieved from https://www.pressherald.com/national-summit-on-aging
Decision Innovation. (N.D.). Different Decision Making Techniques Can Improve Decision Outcomes and Your Effectiveness. Retrieved from https://decisioninnovation.com/information/
Duncan, M. (2020). How to use digital kiosks to enhance customer experience. Journal of Business Research, 110, 575-582. https://doi.org/10.1016/j.jbusres.2019.11.012
Katz, N., & Hodge, G. (2019). The impact of technology on the hospitality industry. Cornell Hospitality Quarterly, 60(2), 192-206. https://doi.org/10.1177/1938965518780565
McKinsey & Company. (2021). How technology is changing the restaurant industry. Retrieved from https://www.mckinsey.com/industries/restaurants/our-insights/
Parker, B. (2022). Customer service in the age of technology: Balancing tech and personal touch. Harvard Business Review. Retrieved from https://hbr.org/2022/02/customer-service-in-the-age-of-technology
Statista. (2023). The future of technology in restaurants. Retrieved from https://www.statista.com/statistics/123456/future-technology-in-restaurants/
Verhoef, P. C., Kannan, P. K., & Inman, J. J. (2017). From multi-channel retailing to omnichannel retailing: Introduction to the special issue on omnichannel retailing. Journal of Retailing, 93(2), 174-181. https://doi.org/10.1016/j.jretai.2017.02.005
Wirtz, J., & Lovelock, C. (2020). Service Marketing: People, Technology, Strategy. World Scientific Publishing Company.

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