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POS, online ordering, kitchen display, delivery, loyalty, digital menus and ingredient inventory — connected, instead of five tools that do not talk.
A typical restaurant runs on a till, a delivery app dashboard, a WhatsApp group for the kitchen, a notebook for stock and a spreadsheet the owner updates on Sundays. Each part works. The gaps between them are where the money goes.
The specific leaks are consistent across the industry: aggregator commission on orders that could have been direct, portion drift nobody measures, wastage nobody logs, discounts staff apply informally, and stock that is only counted when something runs out mid-service.
Tables, running orders, modifiers, split bills and kitchen tickets, built for a busy floor.
Your own ordering channel for pickup and delivery, keeping the commission and the customer data.
One queue for dine-in, takeaway, delivery and app orders, with clear state per ticket.
Ingredient deduction per dish, wastage logging and theoretical-versus-actual variance.
Customer records, points and offers that turn a one-time order into a repeat one.
Screen menus that change on schedule and update remotely across branches.
Not every restaurant needs all of it. Most start with POS, then add ordering.
Four places, in rough order of size. Aggregator commission on orders that a direct channel could have captured. Portion drift, where a dish costed at 240 rupees is being served at 290 rupees of ingredients. Unlogged wastage, which is invisible until the theoretical-versus-actual variance report exists. And informal discounting, which is often generous and always unrecorded.
None of these are fixed by software alone — but each becomes measurable with it, and what gets measured tends to stop drifting.
Four channels, one kitchen, one stock ledger. The kitchen should not care where an order came from, and reporting should always be able to separate them — because channel margin differs enormously and most owners cannot see it.
Aggregator orders can be integrated where the platform offers partner access; otherwise they are entered as channel-tagged orders so the reporting picture stays complete.
Each branch bills locally so service never stops for a connection, with menu and price control from the centre and per-branch overrides. Head office sees branch comparison, hourly load, item mix and staff performance — and for a franchise, royalty calculation from actual recorded sales rather than declared figures.
Straight answers, including the ones that rule us out.
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