Case Study On MIS Solution

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olution:

1. A management information system (MIS) is an organized combination of people, hardware, communication


networks and data sources that collects, transforms and distributes information in an organization. An MIS helps
decision making by providing timely, relevant and accurate information to managers. The physical components of
an MIS include hardware, software, database, personnel and procedures.
Management information is an important input for efficient performance of various managerial functions at
different organization levels. The information system facilitates decision making. Management functions include
planning, controlling and decision making. Decision making is the core of management and aims at selecting the
best alternative to achieve an objective. The decisions may be strategic, tactical or technical. Strategic decisions
are characterized by uncertainty. They are future oriented and relate directly to planning activity. Tactical
decisions cover both planning and controlling. Technical decisions pertain to implementation of specific tasks
through appropriate technology. Sales region analysis, cost analysis, annual budgeting, and relocation analysis
are examples of decision-support systems and management information systems.
There are 3 areas in the organization. They are strategic, managerial and operational control.
Strategic decisions are characterized by uncertainty. The decisions to be made in the area of strategic planning
are future oriented and relate directly to planning activity. Here basically planning for future that is budgets, target
markets, policies, objectives etc. is done. This is basically a top level where up-to-the minute information on the
food items ordered and breaks out percentages showing sales of each item versus total sales is provided. The
top level where strategic planning is done compares the weekly sales totals versus food costs, allowing planning
for tighter cost controls. Executive support systems function at the strategic level, support unstructured decision
making, and use advanced graphics and communications. Examples of executive support systems include sales
trend forecasting, budget forecasting, operating plan development, budget forecasting, profit planning, and
manpower planning.
The decisions to be made in the area of managerial control are largely dependent upon the information available
to the decision makers. It is basically a middle level where planning of menus is done and whenever an order is
voided, the reasons for the void are keyed in which later helps in management decisions, especially if the voids
are related to food or service. The managerial control that is middle level also gets customer feedback and is
responsible for customer satisfaction.
The decisions to be made in the area of operational control pertain to implementation of specific tasks through
appropriate technology. This is basically a lower level where the waiter takes the order and enters it online via
one of the six terminals located in the restaurant dining room and the order is routed to a printer in the
appropriate preparation area. The item’s ordered list and the respective prices are automatically generated. The
cooks send ‘out of stock’ message when the kitchen runs out of a food item, which is basically displayed on the
dining room terminals when waiter tries to order that item. This basically gives the waiters faster feedback,
enabling them to give better service to the customers. Transaction processing systems function at the operational
level of the organization. Examples of transaction processing systems include order tracking, order processing,
machine control, plant scheduling, compensation, and securities trading.
The information required to make such decision must be such that it highlights the trouble spots and shows the
interconnections with the other functions. It must summarize all information relating to the span of control of the
manager. The information required to make these decisions can be strategic, tactical or operational information.
Advantages of an online computer system:

 Eliminates carbon copies


 Waiters’ handwriting issues
 Out-of-stock message
 Faster feedback, helps waiters to service the customers

Advantages to management:

 Sales figures and percentages item-wise


 Helps in planning the menu
 Cost accounting details

2. If the management provides sufficient incentive for efficiency and results to their customers, it would make the
system a more complete MIS and so the MIS should support this culture by providing such information which will
aid the promotion of efficiency in the management services and operational system. It is also necessary to study
the keys to successful Executive Information System (EIS) development and operation. Decision support
systems would also make the system a complete MIS as it constitutes a class of computer-based information
systems including knowledge-based systems that support decision-making activities. DSSs serve the
management level of the organization and help to take decisions, which may be rapidly changing and not easily
specified in advance.
Improving personal efficiency, expediting problem solving (speed up the progress of problems solving in an
organization), facilitating interpersonal communication, promoting learning and training, increasing organizational
control, generating new evidence in support of a decision, creating a competitive advantage over competition,
encouraging exploration and discovery on the part of the decision maker, revealing new approaches to thinking
about the problem space and helping automate the managerial processes would make the system a complete
MIS rather than just doing transaction processing.
3. The management system should be an open system and MIS should be so designed that it highlights the
critical business, operational, technological and environmental changes to the concerned level in the
management, so that the action can be taken to correct the situation. To make the system a success, knowledge
will have to be formalized so that machines worldwide have a shared and common understanding of the
information provided. The systems developed will have to be able to handle enormous amounts of information
very fast.
An organization operates in an ever-increasing competitive, global environment. Operating in a global
environment requires an organization to focus on the efficient execution of its processes, customer service, and
speed to market. To accomplish these goals, the organization must exchange valuable information across
different functions, levels, and business units. By making the system more formal, the organization can more
efficiently exchange information among its functional areas, business units, suppliers, and customers.
As the transactions are taking place every day, the system stores all the data which can be used later on when
the hotel is in need of some financial help from financial institutes or banks. As the inventory is always entered
into the system, any frauds can be easily taken care of and if anything goes missing then it can be detected
through the system.
Step-by-step explanation
1. In the area of strategic planning - a decision of what product(s) to be maintained, to be
improved, and those to be taken out of the menu should be done to achieve great
product offering and satisfaction to customers. From the data coming from the voided
orders, it might be possible also to extract from it what food choice can be added in
the menu. In managerial control - decision of whom of those employees to retain,
especially those waiters who can keep up with the advancement of this system or
technology, plus who have pleasing personality that aides in customer satisfaction in
the front line. and in the operational control - must be the combination of worker
efficiency and product offering, meaning the decisions made in strategic planning and
managerial control dictates the operations and the controlling measures of the
restaurant. Aside from that, controlling the inventory is also highly favorable in the
restaurant business. Information require to make such decisions would include
identifying the food choices with high sales and those with least sales, feedback from
customers with their whole "customer experience/ journey", wastage and oversupply
from inventory section.
2. Actually the system is already perfect as it is presented, but it could also be that every
table have a tablet wherein customers may input their orders on their own and just
wait for it to be served to them. Talking about Management Information System,
keeping track of customer records will also help the management better provide its
services.
3. Explain the probable effects that making the system more formal would have on the
customers and the management. I believe that human as we are, we still need to
experience public relations even in our day to day eating habits or routine, especially
if we go to restaurants. But given this kind of system, when made more formal, it
would most likely be fast, efficient, hassle free, but with lesser interaction with the
crew. Overall, it will result still into customer satisfaction and company/operational
efficienc
4. 1) Strategic Planning, Managerial Control, and Operational Control in Roadside
Food Services Ltd
5. The introduction of an advanced ordering and management system, as described in
the scenario of Roadside Food Services Ltd, has significant implications for various
levels of decision-making within the organization. These levels include strategic
planning, managerial control, and operational control. Each level involves distinct
decisions and requires specific information for effective decision-making.
6.
7. Strategic Planning:
Strategic planning involves setting long-term goals and developing strategies to
achieve them. In the context of Roadside Food Services Ltd, the following decisions
would be made at the strategic level:
8.
9. 1. Menu Planning and Innovation: The system's ability to track sales of individual
food items versus total sales is crucial for understanding customers' preferences. This
information enables the strategic planning team to identify popular and less popular
items. For example, if salads have a lower sales percentage, the organization may
decide to revamp the salad menu, introduce new ingredients, or promote salad
specials to increase their popularity.
10.
11. 2. Market Expansion and Growth: With real-time sales data, the organization can
identify peak hours, popular items, and customer footfall. This information aids in
making decisions about potential expansion or opening additional branches. For
instance, if the restaurant experiences consistently high demand during lunch hours,
the organization might consider opening a new branch in a business district to cater to
this demand.
12.
13. 3. Investment in Technology: The successful implementation of the online ordering
system highlights the importance of technology in improving operations and customer
experience. The organization's strategic planning might involve decisions about
investing in further technological advancements, such as mobile apps for customers to
place orders remotely or implementing customer loyalty programs integrated into the
ordering system.
14. Example:
15. Decision: Introducing Health-Conscious Options
16. Scenario: The system shows a growing trend of customers ordering healthier items.
17. Response: The strategic planning team decides to introduce a new menu section with
healthier options, such as salads with lean protein and low-calorie dressing. This
aligns with the evolving customer preferences for healthier dining choices.
18.
19. Managerial Control:
Managerial control involves monitoring performance and ensuring that the
organization's plans are being executed effectively. The system's features provide
valuable insights for managerial control decisions:
20.
21. 1. Cost Control and Inventory Management: The comparison of weekly sales totals
versus food costs allows managers to track the profitability of each item. If a
particular dish has high sales but also high food costs, managers can analyze portion
sizes, ingredient quality, and pricing to ensure cost-effectiveness.
22.
23. 2. Quality Control: Tracking voided orders and reasons for voids offers insights into
potential service or food quality issues. If a certain item is consistently voided due to
quality issues, managers can investigate and address the problem promptly, ensuring
customer satisfaction.
24.
25. 3. Staff Performance: The system's real-time reporting on food items ordered allows
managers to monitor waitstaff performance. If certain waiters consistently upsell
high-profit-margin items, managers can recognize their efforts and perhaps use them
as examples for training other staff members.
26. Example:
27. Decision: Adjusting Portion Sizes for Cost Control
28. Scenario: The system reveals that a dish with high sales also has high food costs due
to generous portion sizes.
29. Response: The managerial control team decides to slightly reduce the portion size of
the dish while maintaining the same price. This adjustment improves the dish's profit
margin without significantly affecting customer satisfaction.
30.
31. Operational Control:
Operational control focuses on day-to-day activities and ensuring that processes run
smoothly. The system's operational features contribute to decisions at this level:
32.
33. 1. Order Prioritization: The automatic routing of orders to different preparation
areas (cold-item printer, hot-item printer, bar printer) streamlines kitchen operations.
Managers can use data on order volume for each printer to allocate staff resources
effectively during peak hours, minimizing wait times and ensuring efficient service.
34.
35. 2. Inventory Management: When the kitchen runs out of a food item, an 'out of
stock' message is displayed. This prevents customer disappointment due to
unavailability. Operational decisions involve setting up alerts for inventory levels,
managing supplier relationships, and optimizing order frequencies to maintain
sufficient stock.
36.
37. 3. Customer Service: Faster feedback on out-of-stock items enhances the waitstaff's
ability to provide accurate information to customers. Managers can use this
operational data to train waitstaff on effective communication strategies and ensure a
seamless customer experience.
38. Example:
39. Decision: Addressing Long Wait Times for Drinks
40. Scenario: The system consistently records longer preparation times for drinks during
peak hours.
41. Response: The operational control team instructs the bar staff to prioritize drinks for
immediate service during busy periods. This decision helps reduce wait times for
customers, enhancing the overall dining experience.
42.
43. In conclusion, the introduction of the advanced ordering and management system in
Roadside Food Services Ltd has implications for strategic planning, managerial
control, and operational control. Each level of decision-making relies on specific
information provided by the system. This integrated approach to decision-making
ensures that the organization can adapt to customer preferences, maintain cost-
effectiveness, and provide high-quality service in a dynamic and competitive food
service industry.
44.
45.
46. 2) Enhancing the System from Transaction Processing to a Complete
Management Information System (MIS)
47. The system described in the scenario, which enables online order entry and
streamlined processing, has already demonstrated its value in transaction processing.
However, to transform it into a more complete Management Information System
(MIS), additional features and functionalities are needed. An MIS goes beyond
transaction processing by providing comprehensive information, analytical
capabilities, and decision-support tools. Here's how the system could be expanded to
become a more robust MIS, along with examples to illustrate these enhancements:
48.
49. 1. Real-time Reporting and Analytics:
50. An MIS should offer real-time reporting and analytics capabilities that allow
managers to derive meaningful insights from the data generated by the system.
51. Example: Instead of just tracking sales percentages, the system could provide real-
time dashboards that show hourly sales patterns, helping managers identify peak
hours and allocate staff resources accordingly. This data would enable more informed
decisions about staffing levels and timing promotions to maximize revenue during
busy periods.
52.
53. 2. Business Intelligence and Data Visualization:
54. An MIS should provide data visualization tools that enable managers to easily
interpret complex data and trends.
55. Example: The system could offer interactive graphs and charts that visually represent
sales trends, menu item popularity, and customer preferences. Managers could
quickly identify which items contribute most to revenue, allowing them to optimize
the menu by focusing on high-margin and popular dishes.
56.
57. 3. Forecasting and Predictive Analytics:
58. An MIS should include predictive analytics capabilities that help managers anticipate
future trends and outcomes based on historical data.
59. Example: By analyzing historical sales data during specific holidays, the system
could predict increased demand for certain items during upcoming holiday seasons.
Armed with this information, managers could proactively adjust inventory levels and
staffing to meet expected demand and avoid stockouts.
60.
61. 4. Integration with External Data Sources:
62. An MIS should be able to integrate data from external sources, such as market trends,
economic indicators, or social media sentiment.
63. Example: Integrating data on local events or festivals could allow managers to
anticipate changes in customer traffic and preferences. For instance, if a major concert
is happening nearby, the system could suggest offering special promotions to attract
event attendees.
64.
65. 5. Strategic Decision Support:
66. An MIS should assist managers in making strategic decisions by providing scenario
analysis and "what-if" simulations.
67. Example: The system could simulate the impact of introducing a new menu item by
projecting potential sales, costs, and profit margins based on historical data. This
information empowers managers to make informed decisions about introducing
innovations while mitigating risks.
68.
69. 6. Benchmarking and Performance Comparison:
70. An MIS should enable managers to compare their performance against industry
benchmarks and competitors.
71. Example: The system could provide data on average wait times, customer satisfaction
scores, and sales metrics for similar restaurants in the area. Managers could use this
information to identify areas where they excel and areas that need improvement.
72.
73. 7. Strategic Alignment and Goal Tracking:
74. An MIS should align with the organization's strategic goals, providing tools to
monitor progress and make adjustments as needed.
75. Example: If the organization's goal is to increase customer loyalty, the system could
track repeat customer visits and provide insights into the effectiveness of loyalty
programs. This data would guide decisions about refining these programs for better
results.
76.
77. In conclusion, while the current system is effective in transaction processing,
expanding it into a more complete Management Information System (MIS) involves
incorporating real-time reporting, analytics, predictive capabilities, external data
integration, decision support tools, and alignment with strategic goals. By providing
comprehensive insights and tools for data-driven decision-making, the enhanced MIS
empowers managers to not only streamline operations but also optimize strategies,
ultimately contributing to the restaurant's long-term success and growth.
78. Step-by-step explanation
79. 3) Factors Contributing to the Success of the IS/IT Facility from Users'
Standpoint
80. The success of an Information Systems/Information Technology (IS/IT) facility, as
described in the scenario of the restaurant's online ordering and management system,
is not only determined by its technical capabilities but also by its effectiveness and
satisfaction from the users' perspective. Several factors have contributed to the
relative success story of this facility, fostering positive user experiences and
operational efficiency. Let's delve into these factors, supported by examples:
81.
82. 1. User Involvement in Design:
83. The involvement of users in the design and selection process of the IS/IT facility has
been a pivotal factor in its success. By seeking input from potential users, the
organization ensures that the system aligns with their needs and preferences.
84. Example: Prior to implementing the online ordering system, the restaurant engaged
its waitstaff, chefs, and other stakeholders in the decision-making process. Their
insights helped shape the system's functionalities, ensuring that it addresses real
operational challenges and streamlines processes that matter most to the staff.
85.
86. 2. User-Friendly Interface:
87. The ease of use of the IS/IT facility contributes to user satisfaction. An intuitive
interface enhances user adoption and minimizes the learning curve.
88. Example: The restaurant's system features an uncomplicated and visually appealing
interface for order entry. Waitstaff can quickly enter orders using the terminals,
avoiding the complexities of manual order-taking. This user-friendly design reduces
errors and allows staff to focus on delivering quality service to customers.
89.
90. 3. Streamlined Operations:
91. The facility's ability to streamline operations and enhance efficiency has positively
impacted user experiences. When processes are simplified, users can focus on their
core tasks without unnecessary complications.
92. Example: The routing of orders to appropriate preparation areas (cold-item printer,
hot-item printer, bar printer) based on the type of order significantly simplifies
kitchen operations. Chefs and bartenders receive clear and accurate orders, leading to
faster preparation and reduced errors in fulfilling customer requests.
93.
94. 4. Real-Time Feedback:
95. The system's provision of real-time feedback benefits users by enabling them to make
informed decisions promptly.
96. Example: When the kitchen runs out of a particular item, the cooks send an 'out of
stock' message. Waitstaff immediately receive this information on their terminals
when trying to order that item. This real-time feedback prevents waitstaff from
offering unavailable items to customers, ensuring better service and customer
satisfaction.
97.
98. 5. Enhanced Customer Interaction:
99. The IS/IT facility's contribution to improved customer interaction enhances users'
experiences by allowing them to provide better service and engagement.
100. Example: The system's ability to generate automatic billings and customer
check-listings eliminates the old three-carbon-copy guest check system. Waitstaff can
now focus on engaging with customers, answering questions, and ensuring an
enjoyable dining experience, rather than being tied down by manual paperwork.
101.
102. 6. Faster Decision-Making:
103. The system's provision of comprehensive data and analytics empowers users
to make faster and more informed decisions.
104. Example: Managers can use the system's up-to-the-minute information on
food items ordered and sales percentages to make on-the-spot decisions. For instance,
they can quickly adjust staffing levels during peak hours based on real-time data,
optimizing resource allocation for efficient operations.
105.
106. 7. Continuous Improvement Mechanisms:
107. The IS/IT facility's incorporation of features that support continuous
improvement aids user experiences by addressing challenges and refining processes
over time.
108. Example: The ability to track voided orders and reasons for voids allows
management to identify consistent issues related to food or service. Armed with this
information, the organization can implement targeted training programs for staff or
adjust processes to minimize such occurrences, improving overall service quality.
109.
110. In conclusion, the relative success story of the IS/IT facility can be attributed
to several factors that have positively impacted user experiences. User involvement in
design, a user-friendly interface, streamlined operations, real-time feedback, enhanced
customer interaction, faster decision-making, and continuous improvement
mechanisms have all played a crucial role. By focusing on enhancing user satisfaction
and aligning the facility with its needs, the organization has not only improved
operational efficiency but also cultivated a culture of excellence and customer-
centricity within its operations.
111.
112.
113.

114. Student reviews


115. 100%(1 ratings)
A management information system (MIS) is a method that
captures, transforms, and distributes data in an organization using a
coordinated set of people, hardware, communication networks, as
well as data sources. An MIS aids decision-making by providing
managers with timely, relevant, as well as accurate data. Hardware,
software, databases, personnel, and procedures are all physical
components of an MIS.
Management information is critical for the effective
integration of specific managerial functions at various
organizational levels. The information system makes it easier to
make decisions. Planning, controlling, and making decisions are all
management functions. The core of management is decision
making, which aims to select the best option for achieving a goal.
The choices could be strategic, tactical, or technical in nature.
Uncertainty is a feature of strategic decisions. They are future-
focused and directly related to planning activities. Both planning
and controlling are covered by tactical decisions. Technical
decisions concern the use of appropriate technology to carry out
specific tasks. Decision-support systems and management
information systems include things like sales region analysis, cost
analysis, annual budgeting, and relocation analysis.

The organization is divided into three sections. There are three


types of control: strategic, managerial, and operational.

Uncertainty abounds when making strategic decisions.


Strategic planning decisions are future-oriented and directly related
to planning activities. Budgets, target markets, policies, and
objectives, among other things, are all planned for the future. This is
essentially the top level, where you can get up-to-date information
on the food items you've ordered, as well as percentages showing
individual item sales versus total sales. The top-level of strategic
planning measures up weekly sales totals with food costs, allowing
tighter cost controls to be planned. Executive support systems are
strategic in nature, allowing for unstructured decision-making while
utilizing advanced graphics as well as communications. Sales trend
forecasting, operating plan development, budget forecasting, profit
planning, as well as manpower planning are illustrations with
executive support systems.
The information available to decision-makers influences
the decisions to be made in the area of managerial control. It's
essentially a middle level where menu planning takes place,
because when an order is canceled, the reasons for the cancellation
are recorded, which later aids management decisions, particularly if
the cancellations are connected to food or service. The middle-level
managerial control receives customer feedback and seems to be
dependent on customer satisfaction.
The operational control decisions to also be created
concern the use of available equipment to carry out specific tasks.
This is essentially a lower level in which the waiter needs to take
the order and enters it online via one of the restaurant's six
terminals, and the order is then routed to a printer throughout the
suitable preparation area. This same order list for each item, as well
as the prices for each item, have been generated automatically.
Whenever the kitchen starts running through a food item, these
same cooks have sent an "out of stock" message, which would be
exhibited upon on dining room terminals whenever the waiter
attempts to purchase it. This basically provides waiters with faster
feedback that allows them to provide customers with better
service. The operational level of the organization functions in
transaction processing systems. Examples are tracking orders,
storing, machine control, organizing of plants, compensation, as
well as securities. The information to make that decision should be
such that the problem points are highlighted and the connections
with the other functions displayed. All information relating to the
management's control span must be summarized. The required
information for these decisions can be strategic, tactical, or
operational.

4.
If management gives their customers adequate
incentives for efficiency and results, the system will become a more
complete MIS and therefore, by providing such information, the MIS
should support this culture, helping to promote the efficiency of
management systems and operating systems. The keys to the
successful development and operation of the Executive Information
System (EIS) must also be studied. Decision-based systems as well
make the system an MIS as a complete class of computer-based
facilitating decision-making activities, including knowledge-based
systems. DSSs serve the organization's management level and
assist in making decisions that can change quickly and not be
specified in advance.
Improved personal efficiency, accelerated problem-
solving (speeds up problems resolve within an organization),
facilitated interpersonal communications, supported learning and
training, increased organizational controls, new evidence generated
for decision making, creating a competitive advantage over the
competition, encouraged decision exploration and discovery.

5.
The management system should be open, and the MIS
should be designed in such a way that it alerts management to
critical business, operational, technological, and environmental
changes so that corrective action can be taken. To make the
system work, knowledge must be formalized so that machines all
over the world have a shared understanding of the data. The
systems that are created will have to be able to handle massive
amounts of data in a short amount of time.
An organization operates in a globally competitive, ever-
increasingly competitive environment. Operating in a global
environment necessitates a company's focus on process efficiency,
customer service, and time to market. To achieve these objectives,
the organization must share valuable information across functions,
levels, and business units. By formalizing the system, the
organization will be able to exchange information more efficiently
among its functional areas, business units, suppliers, and
customers.
As transactions occur on a daily basis, the system
records all of the information, which can be retrieved later if the
hotel requires financial assistance from financial institutions or
banks. Because the inventory is always entered into the system,
any frauds can be easily handled, and if anything goes missing, the
system can detect it.
1. A management information system (MIS) is an
organized combination of people, hardware,
communication networks and data sources that
collects, transforms and distributes information in
an organization. An MIS helps decision making by
providing timely, relevant and accurate
information to managers. The physical
components of an MIS include hardware,
software, database, personnel and procedures.
Management information is an important input for
efficient performance of various managerial
functions at different organization levels. The
information system facilitates decision making.
Management functions include planning,
controlling and decision making. Decision making
is the core of management and aims at selecting
the best alternative to achieve an objective. The
decisions may be strategic, tactical or technical.
Strategic decisions are characterized by
uncertainty. They are future oriented and relate
directly to planning activity. Tactical decisions
cover both planning and controlling. Technical
decisions pertain to implementation of specific
tasks through appropriate technology. Sales
region analysis, cost analysis, annual budgeting,
and relocation analysis are examples of decision-
support systems and management information
systems.

In order to guarantee more time to enjoy a good meal,


it is crucial to have an ordering system that is intuitive
and fast
The idea behind Holyfields is simple: “We serve Time
to our guests...Time to Enjoy. It does not matter if you
have time to ‘enjoy’ for 30 minutes or for three hours.”
Holyfields’ first restaurant opened on November 1,
2010 in Frankfurt, Germany. The ordering system is
the heart of the restaurant, making sure people really
have time to eat and enjoy their quality time. Our
innovative, fast ordering system changes the typical
waiting time at a restaurant into time to spend on
relaxing, to speak to people, to enjoy wonderful food
and drinks and to experience the extraordinary
atmosphere in the restaurant.

In today’s busy world where time is scarce, Holyfields


restaurant interactive ordering concept is designed to
eliminate the time wasted on waiting for someone to
get you seated, take your order and serve your meal.
With the goal of creating a digital ordering system to
speed up the ordering process, Holyfields partnered
with Newroom Media and the Ippolito Fleitz Group to
develop user-friendly self-service kiosks. To order a
meal, a guest simply selects his or her preferred food
and drink on one of the kiosks and then proceeds to a
cashier. They receive a pager that will alert them
when food is ready for pick up.

To complete the customer’s satisfaction, the


restaurant’s management can constantly update the
information on the kiosks. They can make products
available to choose on the screens or mark them as
sold out in the database, which will automatically
make these menus disappear from the displays.
Another asset is that the offerings on the menu boards
change without human intervention based on time.
Breakfast menus will be displayed only in the morning,
and the system will automatically switch to lunch and
dinner mode. The technology used for this system
reduces all administrative tasks of a standard ordering
system to a minimum, guaranteeing more quality time
for the customer.
The Solution
• Newroom Media solution provider
• AOpen Digital Engine® DE7000
• Scala Player Software and Scala Content Manager
• Hypersoft GmbH cash registry software
• 32 inch Samsung LCD display
• Tyco Electronics IntelliTouch Surface Wave
Touchscreens

The solution at Holyfields was installed by Newroom


Media, a company focused on the strategic integration
of digital and interactive media into the
communication concepts while fulfilling the clients’
needs. The kiosks feature an intuitive design
interface, high level of scalability, modern design, and
a constant and stable system capable of operating for
17 hours a day. Each kiosk is equipped with a 32-inch
Samsung LCD display, Tyco Electronics IntelliTouch
Surface Wave Touchscreens and an AOpen Digital
Engine DE7000 Media Player.
The kiosk interface uses only Scala scripts as well as
specially developed optical effects such as
transparent pop-ups. Scala Content Manager and
Scala Player software drive content to the screens
which run perfectly on AOpen DE7000 specially
designed for high graphic demand.

The AOpen Digital Engine® DE7000 has been certified


by Scala. It passed a multi-frame, multimedia playback
test, which includes playback of 1080P H.264/WMV
video, a flash clip, images and video with 3D transition
effects, RSS marquee, and Scala Script.
“At Holyfields, our ordering system is reliant on the
new terminals. Failure or downtime would result in
customer dissatisfaction and a loss of money,” said
Gerhard Schöps, Managing Director of Holyfields.
“Therefore, the operation of these terminals is crucial.
We are very satisfied with the speed and reliability of
the interactive ordering system, as are our guests.”

Key Benefits
• Reliable, easy to maintain and cost effective system
• Intuitive interface design
• High level of scalability
• Interaction with external systems e.g. cashier
systems

Future Plans
Holyfields has already planned future developments of
the system. The restaurant wants to extend the
system to enable customers to pay directly at the
terminal and to integrate terminal payment methods
for paying instantly and automatically via credit card
and cell phone. Plus they want to create ‘click path
tracking’ to get visibility on the way that guests
choose their meals, and they want to strengthen
customer loyalty and service by integrating CRM
modules. By 2013, Holyfields plans to integrate the
innovative new kiosks and digital signage into
restaurants in Berlin, Stuttgart, Hamburg, Leipzig,
München and Düsseldorf.
Systems serving operational management are transaction processing systems (TPS), such as payroll
or order processing, that track the flow of the daily routine transactions necessary to conduct

business. Management information systems (MIS) produce reports serving middle management by

condensing information from TPS, and these are not highly analytical. Decision-support systems

(DSS) support management decisions that are unique and rapidly changing using advanced analytical
models. All of these types of systems provide business intelligence that helps managers and

enterprise employees make more informed decisions. These systems for business intelligence serve

multiple levels of management, and include executive support systems (ESS) for senior management

that provide data in the form of graphs, charts, and dashboards delivered via portals using many

sources of internal and external information.

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