In a very short time following its IPO, a national restaurant chain had successfully increased their number of restaurants to over 630 stores throughout the nation despite the highly-competitive nature of the fast-food industry. This may sound like a recipe for success, however the burgeoning growth brought with it unexpected technological challenges such as outgrowing their back office operations.
The restaurant chain is a wholly-owned subsidiary of McDonald’s Corporation with 630 company-owned restaurants nationwide in 28 states and employing over 14,000 employees nationwide.
The Business Issue:
By meeting their very aggressive growth goals, the client experienced the creation of a number of legacy database systems that were either redundant or no longer relevant. The client realized that to actively meet the changing demands of the continually evolving operational support systems, steps would need to be taken to improve interactions and business intelligence. The business consisted of a number of distinct areas of activity including: sales, customer service, legal, and product delivery. Prior to the consolidation project, the client could only monitor business performance on a month-end basis. This was a time-consuming process making month-end reporting slow and inadequate.
This was accomplished in less than 90 days, under budget, caused no disruption to the resources and improved overall back-office efficiency.
The client needed to analyze its supporting processes and information requirements across the organization. They expressed a desire to consolidate all of their legacy databases into one system that would enable the sharing of all business and customer facing information. In addition, once the databases were converted to the new system, the old records would need to be stored in a manner to allow access to the history they contained. The client made an executive decision to implement PeopleSoft Enterprise Customer Relationship Management (CRM) and retained Cliintel to manage the consolidation.
Cliintel applied proven Project Management Institute (PMI) methodologies to manage this consolidation project. PMI standardized documentation offered complex content in a simple to use format, enabling comprehension of the multifaceted project’s direction and status.
In crafting the solution for the client, Cliintel’s primary objective was to analyze the client interactions, processes, and data requirements in their current state and devise a future state that took advantage of existing commonalities in the process steps, data elements and business rules. One of the success factors of the engagement was to clearly hear the voice of the end users and work with them to identify pain points and ways to support their existing work habits when interfacing with clients.
By decomposing the process steps and requirements, the team developed a catalog of data elements, entities, and aggregates, as well as the associated business rules. The analysis resulted in the consolidation of numerous data needs into a core profile. Equally important to the analysis was the ability to capture future state business requirements and to create traceability across the processes, elements and rules requirements.
Cliintel utilized their proprietary INSIGHT methodology that captures and documents business requirements, business rules, data elements and values. The method then creates traceability and extensibility across these requirements, as well as the test plan and system requirements that allows for consolidation into the PeopleSoft CRM. The solution provided the steps necessary for converting the required databases to the PeopleSoft CRM by redesigning the processes and information requirements that support the back office. A roadmap was generated to guide the detailed decomposition and automation of the new business requirements.
Throughout the engagement, all decisions were mapped to a balanced scorecard that clearly defined the value propositions to Boston Market to assure vision attainment. Lastly, Cliintel coordinated the efforts of the conversion team to leverage the existing knowledgebase on the legacy systems to be decommissioned.
The 19 legacy databases were successfully converted to the new PeopleSoft CRM platform that enabled the improvement of business processes. This was accomplished in less than 90 days, under budget, caused no disruption to the resources and improved overall back-office efficiency.
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