Rolling out a transformation project – even a moderate refresh – across a multi-unit network is a daunting task. Developing the new design is pure bliss in comparison, even with all the nail-biting over decisions. Given that it takes years to fully deploy a new program, it’s no wonder the thought sends CFO’s stomachs churning.
During the design process of a transformation project, foodservice organizations rightly look to find efficiencies within their various processes that can improve their bottom line. However, when the roll-out comes, many are unprepared for the dangers that can threaten to run a project over-budget. This is only natural – in the course of a career, most executives deal with one or two transformation projects at the most. This is hardly extensive experience, and the scope of such an endeavor does warrant a handler who knows where costs may creep up and surprise you at the end. We have worked with numerous foodservice brands helping them navigate transformational projects, and have first-hand experience navigating the many issues that may contribute to going over budget.
This white paper will articulate six places to look out for cost savings when handling a multi-unit roll-out. Many of these are directly related to scope creep and design deviation. These are factors we have found to be critical in our 35 years of overseeing such projects:
- Determining the scope of the work before starting.
- Starting with a project charter.
- Finding scale on trade and fixture costs using a strategy that fits the size of the roll-out.
- Valuing engineering.
- Determining if mass manufacturing will benefit your bottom line.
- Having frequent communications updates to keep ahead of problems.
The geographical size of the roll-out will play a role in determining some of these factors. We discuss this and other elements to consider, we hope will be of use as you consider a transformation project in the future.
