Looking to meet up today thrus

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It used to be that speed of service was the most important part of the drive thru. But times have changed. Since the advent of the modern quick-service drive thru—some would say in the early s, though the idea of a pick-up window has been around for much longer—operators have tinkered with the nuts and bolts to create a drive thru that is as fast, efficient, and pleasant as possible. Innovations throughout the years, from wireless heets and order-confirmation boards to dual lanes and pre-sell age, have created a better drive thru capable of handling the 60—70 percent of business that now loops the exterior of most quick-service restaurants.

With the Drive-Thru Performance Study, QSR —together with Columbus, Ohio—based Insula Research, which co-owns the proprietary report—has monitored the innovations and success of quick-serve drive thrus for the last 15 years. Some trends have emerged from the benchmark group that al an evolving drive-thru industry. Accuracy, for example, has topped out around 90 percent for most brands.

Cleanliness and favorable exteriors are clearly a major investment in the industry. This year, one additional thing became clear: Speed of service, it seems, may never be the same in quick-service drive thrus, especially among the benchmark group. Burger King was the only brand that improved speed of service over last year. Times, of course, are changing. Burgers and fries have become burrito bowls and customizable salad kits. Baker says slower service times can also be attributed to busier drive-thru lanes. The chicken chain had, on average, more than six cars in the drive-thru queue, far and away the most among the benchmark group and nearly a full vehicle more than the brand witnessed last year.

And while Chick-fil-A does not willingly sacrifice speed of service to improve the broader drive-thru experience, he says, the company is rethinking the trip around the restaurant to enhance components that might, in turn, streamline the entire process. Representatives from other benchmark brands also acknowledge that operational complexities might be pumping the brakes in the drive thru. But like Moraitakis and Chick-fil-A, they are rethinking the approach to speed as products evolve and the consumer experience becomes a more crucial component to drive-thru success.

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Of course, speed is still a top priority at benchmark brands, and they continue to de systems and procedures accordingly. And brands are discovering that even slight tweaks to the menu or operations can have a ificant effect on speed of service in the drive thru. Take Krystal as an example.

But he adds that the figure is not set in stone, as speed of service is a fluid metric that evolves across the system. But the first two come before speed. If operators were to formally rank their priorities, accuracy would likely be No. Today, their accuracy ratings range from Even though accuracy has slipped slightly since last year—average order accuracy at benchmark brands last year was Similar to speed of service, the complexities involved with new menu items are affecting the way the benchmark brands approach accuracy in the drive thru.

The salad comes with dressings, almonds, and croutons in separate packages and can be customized based on how the customer des the order. The burritos and bowls have nearly 10 ingredients, he says, making it the most complex product line the chain serves. Taco Bell has rolled out special training procedures to ensure employees are able to consistently serve the right product.

Another system that ensures accuracy at Taco Bell is a triple-check system, Savage says.

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At most restaurants, orders are confirmed through an OCB, the crewmember repeating the order to the customer over the speaker box, and then an employee repeating the order one final time at the pick-up window. You feel good that we paid attention to your order specifically because that team member is presenting it to you. While accuracy percentages in the Study can be affected by mistakes that OCBs cannot control—missing napkins, for example, or inaccurate change—the boards are increasingly employed by the benchmark brands to improve accuracy in the drive thru.

Chick-fil-A has famously opted against using OCBs; the brand only has the boards in place at Moraitakis says the company is leveraging people over technology under the belief that employees firing on all cylinders can be plenty fast and accurate. Moraitakis says this same philosophy encourages Chick-fil-A crewmembers to de the drive-thru experience around each customer. That customer-service component has become a well-known ature at Chick-fil-A, and other benchmark brands are trying to replicate the model to similarly boost the overall drive-thru experience.

All of a sudden we sound like a used car salesman trying to add on everything. So we want that experience to be pleasant, we want it to be genuine. And we want those pleasantries. Along with improved customer service, menuboards and age in the drive-thru lane can help streamline the process by making the purchase decision easier for customers, the benchmark brands say. Various other drive-thru strategies are being tested and employed at quick serves across the country: digital menuboards, dual drive-thru lanes, remote order takers during rush.

And operators continue to keep one eye on the future as they roll out affordable and effective technologies. Technologies Inc. The primary objective for this study was to determine the leading restaurant chains in several of drive-thru operation. measured in the study include but are not limited to: service time, order accuracy, suggestive sell incidence, exterior appearance, speaker clarity, menuboard appearance, and availability of order-confirmation boards.

Data for the study was collected during the months of April, May, June, and July Restaurants were visited between the lunch hours of 11 a. Any given restaurant could be visited a maximum of twice for this research—once during the lunch period and again during the dinner period.

The study included assessments from restaurants in 40 different states, and included seven different quick-service restaurant chains. Speed was measured in two different time segments. Those segments were: wait time, or the time from when the test vehicle enters the line to when the vehicle stops at the order station speaker ; and service time, or the time from when the vehicle stops at the order station to when the entire order is received, including change. Accuracy percentages were based on the percentage of orders that were received by researchers exactly as placed. The objective was to determine which chain was most accurate.

During each visit, the researcher ordered a main item, a side item, and a drink. One special request was made for each order. For example, a field researcher could order a fountain drink with no ice. After receiving the order, all food and drink items were checked for complete accuracy. Any food or drink item received that was not exactly as ordered was listed as inaccurate. Similarly, orders were considered inaccurate if a requested condiment was not received, if the order failed to contain at least one napkin or one straw, or if the cashier gave incorrect change.

A sample size was selected for each chain based on the total of drive-thru units each chain operates. Analysis was performed to set sample sizes in such a manner as to result in approximately the same margin of error for each chain included in the study.

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The Drive-Thru Performance Study. Special Report September Sam Oches. Chick-fil-A averages a whopping 6. Drive Thru. Fast Food. Employee Management. Emerging Concepts.

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Looking to meet up today thrus

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