Lane 9 cars · avg 3:42Drive-thru lane
Cars at each stage, time at the menu board and window, cars that leave the lane
The blind spot
A sales report shows that a store is down without showing the cause.
A P&L shows that Store 14 has been down for three quarters, but it can't separate fewer people coming in from more people leaving without ordering. The first is a market problem and the second is a management problem, and each calls for a different decision.
Walk-outs go unrecorded
A guest who sees a long line and leaves never reaches the register, so no system records the lost sale.
Labor reports show only the schedule
They show who was scheduled to work, and leave out the times a register sat empty with six guests in line.
Waste and stockouts are reported separately
Food thrown away at the end of its hold time and orders lost to an empty pan rarely appear in the same report.
What VideoBI measures
Every camera becomes a source of data.
An edge device on site reads the cameras and writes readings for the zones that matter. The video stays in the building.
Lane 9 cars · avg 3:42
Line 5 · waiting 2:48Counter and lobby
Guests in line and their wait, registers staffed, guests who leave without ordering
Mac & cheese · 3 of 12Kitchen and holding
How full each pan is, hold times, batches cooked and thrown away
Performance
Where measurement raises revenue and lowers costs.
Revenue up
Capture more of the guests who come in
Capture rate by store and hour shows where guests give up, and what serving them is worth.
Keep the lane moving at the rush
Stage-by-stage drive-thru times find the bottleneck: the order point, the window, or the kitchen.
Keep popular items in stock
Pan levels and a bake plan built from each store's own hours keep the cabinet full at the peak.
Prove what a promotion did
Door traffic and capture rate before and during a promotion show whether it brought guests you could serve.
Costs down
Match labor to measured demand
Registers staffed against guests waiting, hour by hour, shows where hours are short and where they sit idle.
Cut food waste
Batches cooked, held and thrown away, per item and daypart, with the plan that would have avoided them.
Stop paying for missed hours
Doors opened late, stations empty during operating hours, activity after close.
Focus the area manager's week
Every store ranked by execution, normalized for traffic, so visits go where they pay.
Every level of the organization
Dashboards for executives, managers and frontline teams.
Each role sees the same governed numbers, arranged for the decisions it makes.
Executives · Decide
Which stores leak money, why, and what fixing it is worth.
- Recoverable dollars by store and by cause, every week
- Market or management: traffic and capture rate, side by side
- Lease, remodel and promotion decisions backed by measured demand
Managers · Operate
What to fix today, ranked by what it costs.
- A list for each store: a table to clear, a register to open, a pan to cook
- Today against the store's own usual, hour by hour
- A bake plan built from each store's history
Frontline · Act
Boards that tell the crew what to do next.
- Drive-thru stage timers and the lane, car by car
- Every pan with its level, hold time and when to cook
- Messages that clear when the camera sees the fix
Ask
Questions answered from your cameras.
Ask VideoBI in plain language. It investigates across every site and answers with the numbers and the evidence behind them.
- “Store 14 has been down three quarters. Is that a manager problem or a market problem?”
- “Our bottom five stores: how much of that gap is recoverable?”
- “Where is register capacity the limit at lunch?”
- “What is fixing dinner at the drive-thru worth?”
Why is Store 7 capturing fewer customers than the rest of the chain?
An execution shortfall: more guests came in, and fewer of them bought. Door traffic at Store 7 rose +2.5% this quarter, but its capture rate fell −6.9 pts to 66%, 8.8 pts below the chain's 75%. Store 14 captures 80%.
A real answer from Ask in the live demo's sample chain. How Ask works →
The return
What the system saves, and the decisions it informs.
Recoverable dollars are counted week by week and pay for the system. Decisions about capital, leases and operating models made with the same evidence affect results for years.
The arithmetic
In the live demo's sample chain of fifteen restaurants
- $48.9K
- recoverable in one week, from what the cameras saw
- 28%
- of it at one store, where only 63% of guests who came in reached the counter
- $2.5M
- a year at that week's rate
Recoverable dollars use the chain's own rates: average ticket, labor rate and food cost, set once in VideoBI.
The decisions
What the evidence changes
- Renew or exit a leaseKnow whether a weak store is a market problem or a management one before you commit to ten more years.
- Size a remodel or a second laneSize the project from the lane's measured capacity at the peak.
- Judge a promotionSee whether it brought guests you could serve, before you buy the next one.
- Set the labor model for every storeHours placed where guests are waiting, across the whole chain.
