1. Evaluation of Table Reservation Systems for Restaurants Anderegg Diego, Berger Tanja, Malicovscaia Iana, Zhang Xi July 4, 2014

2. Content  Problem Setting / Methodology  Reasons for Implementing  Aspects to Consider  Typology of Restaurants  The Systems on the Market  First round of Interviews / Criteria Catalogue  Second Round of Interviews  Matching  Conclusion and Recommendation  Limitations 2

3. Problem Setting 3  There are many ORS on the market  Limited research about ORS  Creation of guidelines necessary  Identification of services which are demanded by restaurants Based on Kimes, 2011, Heo,, Hu, Lee and Mattila, 2013; Gao, Hwang and Jang, 2010; Prewitt, 2005

4. Methodology 4 Benchmarking of Systems and Needs / Conclusion / Recommendations Interviews / Primary Research Criteria Catalogue Interviews Round II Interviews Round I Literature Research / Desk Research Reservation SystemsCriteria Typology Existing Systems

5. Reasons for Implementing an ORS 5  24 / 7 reservations  Additional services  Segmentation / statistics  Promotions  Consistent service quality  Revenue management  Loss of personal interaction  An unsuitable ORS can cost time and money  Not all customers go online Kimes, 2009; Kimes, 2011; Beard and Kimes 2013;Prewitt, 2005

6. Aspects to Consider Before Implementing an ORS 6  Customer preferences  Incrementality of the business  Additional services  Trends (mobile, computerized revenue management)  Commoditization Miller and Washington, 2012; Kimes, 2009; Kimes, 2011

7. Typology of Restaurants 7 Almanza, Canziani and McKeig, 2010; Demen Meier, 2005; Gastro Suisse, 2013

8. The Systems on the (Swiss) Market 8

9. First round of Interviews / Criteria Catalogue 9  24 criteria were found  Time on the market  Price  Independency  Panorama pictures  Booking processes  Confirmation  Additional services  High profile  Integration with the offline system  Statistics, marketing  Support

10. Results I 10  City fast casual  No ORS is used  Most important factors are the closeness to companies  Not the target of ORS

11. Result II 11  Country fast casual  Participation in ORS is not seen as essential  Systems should be easy to handle  Used as a marketing platform  Fees per booking

12. Results III 12  City moderate  Prefer fees per booking  Limited number of bookings  Not keen on ORS

13. Results IV 13  Country moderate  Does not really need ORS  Visual attractiveness  Integration with the offline systems  Announcement of upcoming events  Marketing tool

14. Results V 14  City upscale  Support  Collaboration with SM  Web-based usage  Billboard effect  Offline integration  Individual upload of information  Marketing

15. Result VI 15  Country – upscale  Want to change the content on their own  Marketing effects  Importance of 360° panorama pictures

16. Matching 16 Restaurant typeMatching systems Systems to consider additionally 1. City – fast casual / business dining Bookatable (light package), Localina (light package), Zagat, tourismus- schweiz, Freetable 2. Country – fast casual / business dining Bookatable (light package), Localina (light package), Zagat, Freetable 3. City – moderate / casual Bookable, Localina, Zagat Freetable 4. Country – moderate / casual Bookable, Localina, Zagat Freetable, tourismus- schweiz 5. City – upscale Bookatable, Besttable, Lunchgate, Localina Freetable, iTaste, OpenTable 6. Country – upscale Bookatable, Besttable, Lunchgate, Localina Freetable, OpenTable, iTaste,

17. Conclusion and Recommendation 17  Not efficiently adopted  Most restaurants do not see a need of adopting a system  Fees per booking are preferred  Perceived as a marketing tool  Upscale restaurants are keen on the systems  Different solutions for upscale and moderate / casual needed

18. Limitations 18  Qualitative data  Questions perceived differently  Representativeness

19. Bibliography I 19  Almanza B., Canziani B. M., & McKeig M. J. (2010, July 30). Assessing the utility of restaurant descriptors and typologies for advancing the body of knowledge in restaurant management. Paper presented at the International CHRIE Conference. Amherst: University of Massachusetts.  Beard, J. & Kimes, S. E.& (2013). The future of restaurant revenue management. Journal of Revenue and Pricing Management, 12(5), 464–469.  Gao, L., Hwang, J. & Jang, W. (2010). Joint demand and capacity management in a restaurant system. European Journal of Operational Research, 207, 465– 472.  Demen Meier, C. (2005). Proposition d’une typologie des entreprises de la restauration en Europe [Proposition of restaurant business typologies in Europe]. In Hermés & Lavoisier (Eds.), Tourisme et PME (pp. 257–283).  GastroSuisse (2013). Branchenspiegel [Industry report]. Zürich: GastroSuisse.

20. Bibliography II 20  Heo, C. Y., Hu, C.,Lee, S., Mattila, A., & (2013). Restaurant revenue management: Do perceived capacity scarcity and price differences matter? International Journal of Hospitality Management, 35, 316–326  Kimes S. E. (2009). How restaurant customers view online reservation systems. Cornell Hospitality Report, 9(5), 4–15.  Kimes, S. E. (2011). The future of distribution management in the restaurant industry. Journal of Revenue & Pricing Management, 10(2), 189–194.  Miller, R. K.& Washington, K. (2012). Dining & the Internet. Restaurant, Food & Beverage Market Research Handbook, (4), 239- 242.  Prewitt, M. (2005). Operators see pros, cons in online- reservations boom. Nation's Restaurant News, 39 (9), 1–6.

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