POS Software; The Quick Service Perspective

This article covers the options for point of sale technology in quick service restaurants. According to the author, it depends on core needs of each restaurant such as QSR and the details of their position in the industry. "Pizzerias have different ordering and delivery needs than a smoothie shop, for example, while a store with more locations might place higher priority on robust reporting capabilities" (Powers, 2008, p.1). Different kinds of quick service restaurants were surveyed and here's what they found out. Mr. Pita (a small chain in Missouri) has core needs of touch screens, remote access, and robust reporting. They recently moved from cash registers to a touch screen POS. So far, it has helped them with back-office capabilities, training, and delivery features. The Tropical Smoothie Cafe (large franchise) needed a robust system with cash management, labor scheduling, and remote tickets. Their new POS lets franchisees set up alerts when they are out-of-town in different areas and helps them with certain problems. Westshore Pizza's (a mom-n-pop store) core needs include integrated web-based credit card processing, delivery tracking, simplicity and affordability. They found delivery system function that records and completes deliveries through the system, is easy for training new staff members, and is good for online ordering. Three other similar restaurants were profiled and found that POS systems can help franchises with specific modules for the food, low maintenance costs, and customization. With a little research, quick service restaurants can really benefit from selecting the right POS system.
I agree completely with the author here. I think the POS systems are not a must in quick service restaurants, but can be helpful with the certain kind of quick service restaurants. Mr. Pita just changed from cash registers to POS systems in the beginning of this year. Most people might think this was a very slow change. However, Mr. Pita only has 32 locations, so they didn't really see the need for a touch screen POS systems. This is just one example of how small restaurants with probably less than 50 restaurants around really need a touch-screen, or even a POS system at all. This also pertains to mom and pop quick service restaurants. For certain middle-size quick service restaurants, I feel like it is their own choice to see if a POS system would benefit them. They need the benefits to outweigh the costs here. But, quick service franchises are probably the most that benefit from a POS system. They are able to coordinate more. They are able to coordinate through back-office systems, run reports, and train people effectively and efficiently. This makes the franchises more alike so they can operate with the same culture and efficiency. They are able to keep up their standard operating procedures which is very important when it comes to the hospitality industry.

Powers, Vicki. (April 2008). POS Software: The Quick Service Perspective. Retrieved April 30, 2008, from Hospitality Technology, from http://www.htmagazine.com/ME2/dirmod.asp?sid=&nm=&type=MultiPublishing&mod=PublishingTitles&mid=3E19674330734FF1BBDA3D67B50C82F1&tier=4&id=2A627D6FDED54083B4270EE10FBFC459

PMS Market Update

New PMS systems are introduced monthly and the hotel industry is finding it hard to keep up with this kind of speed. Four factors have been introduced to answer the question if your hotel's PMS system is keeping up with the times. There is a focus to consolidate systems. Having different departmental systems usually results in inefficient business processes. Data collected by interfaced systems can be put to better use and make guest experiences more enjoyable and easy. The next focus is flexibility. This relates to being able to modify existing inventory to reflect owner-initiated changes. This would most likely be integrated into a spa or resort facility which would need to accommodate amenity changes and cater to a guests every wish. A focus on integration is valuable for chain expansion. There have recently been problems with integrating CRS and PMS. However, Pegasus and other solutions are able to help PMS handle central reservations, making it more effective and easy for a hotels front desk. Last, custom product development is a major focus. Sometimes hotels need to create new modules or customize existing ones to fit the needs of the organization. With a web-based system, all guest data can be transferred to every property. So, all levels of the corporate structure, from accounting to revenue management, can access the system and use it for their specific needs.
I definitely agree with the four focuses of the PMS system. Consolidating systems is something I feel has been particularly difficult for many hotels to do. Even though it is offered as an option, may hotels still have their front desk system, accounting system, etc. It just makes more sense to interface them and make everything one big system. Perhaps the consequences outweigh the benefits for many hoteliers, and they are scared to interface their systems. Flexibility is important in any facet of technology. The ease of performing key functions is becoming very valuable to hotels. Modifications are becoming increasingly difficult for hotels. They are looking for something that is easy and takes care of all the brunt of the work for them, leaving them to accomplish their main goal: running a hotel with ease. Integration is just as important. Making all facets of the hotel easier is something more hotels should pay attention to. For example, integrating central reservations into the PMS makes it easier for the hotel to access information. The guest also is not burdened with having to re-enter information into every different Marriott. Custom product development is something that hotels in need of a new PMS should focus on. All data should be transferable and accessible at any time, to any hotel, in any chain. This is just something that all hotels should be focused on attaining and utilizing. All of these focuses are important to every hotel and should be evaluated as soon as possible to determine if their PMS s truly measuring up to their standards.

Schmidt, Bradley. April 2008. PMS Market Update. Retrieved April 19, 2008, from HospitalityTehcnology, from http://www.htmagazine.com/ME2/dirmod.asp?sid=&nm=&type=MultiPublishing&mod=PublishingTitles&mid=3E19674330734FF1BBDA3D67B50C82F1&tier=4&id=E694D6AD3B9A40DAA5F05AD93569CF2B.