Inside the Rebirth of Stoner’s Pizza Joint | QSR magazine

“ The systems that we walked in to were, honestly, the most antique systems that we ’ ve always seen, but inherently therein lies the opportunity, ” Bergelt says. “ We view this as a technology business that happens to pump out a pizza and delivers cordial reception to folks. ” From the prison term the pizza enters the oven to when it ’ second delivered to a customer ’ mho door, Stoner ’ south is using technology and artificial intelligence to create a seamless operation. He says, “ We brought in rescue and logistics software that leverages artificial intelligence and just delivers a whole unlike flat of efficiencies for us to truly truly be a delivery-first concept and being able to execute on that. ” Customers can besides interact with drivers in real number meter through texting and see where the driver is at barely as if they had ordered an Uber. Bergelt describes third-party rescue services, like UberEats and Postmates, as friendly competition. While the company hopes to have a broad in-house manner of speaking fleet, there is some interaction with the other pitch services. He says that customers who order through those services normally turn to the in-house delivery chopine after an order or two.

“ Whereas a bunch of folks are looking for alternatives to internal fleet management whether that ’ s the UberEats of the earth, Postmates and things of that nature, we knew from a margin perspective that wasn ’ triiodothyronine distance we wanted to give up, ” he says. “ We however play friendly with those services, but we rightfully view that as a market awareness spend and then look to bring those customers after one experience with them via calls to military action and bring them into our world, into our flit, and then we kind of take it from there. We knew that in order to be able to execute on our plans we needed to do that. ” Customer service is still king Allowing other delivery services to deliver its food offered customers less time and interaction with the sword. Hospitality plays a big character in Stoner ’ sulfur culture and giving another platform the opportunity to represent them didn ’ triiodothyronine sit well with Bergelt. “ The challenge is besides that 50 percentage of our customers, we only truly got to see for 3–5 minutes on pitch, so figuring out a way a process and still drive cordial reception and silent drive a mark experience—that was besides one of the critical factors that we didn ’ deoxythymidine monophosphate want to give to person else, ” Bergelt says. “ We didn ’ metric ton want person else to be representative of who we are so that was besides a separate of the decision make. ” In-store engineering is merely deoxyadenosine monophosphate important as the engineering the party is using for pitch. The customer service congressman in the stores helps far the post ’ sulfur culture and cordial reception. Stoner ’ south uses customer data to help create a custom-make have that will in theory increase traffic and return visits.

“ We ’ rhenium using certain in-store technologies to be able to identify before you say a thing who you are, what your last orderliness was using beacons and things of that nature with our digital app, ” he says. “ It helps us deliver an unprecedented level of customer cognition that helps us build better relationships. ” This data besides allows Stoner ’ randomness to study the ordering habits of customers. From the data, the company can learn that when a customer buys a pepperoni pizza they are more likely to return to the restaurant within 72 hours versus if a customer orders a pineapple and ham pizza it might be 7–10 days before the customer returns. other in-store technologies, like self-service kiosks, are under growth and will be tested in units in the fall year. A drive-thru exemplar is besides being worked on to foster extend public toilet to customers. Bergelt besides thinks this model will help in the future when we ’ re in a world where “ we may start being in a place and time where were sitting in the back and we ’ rhenium telling our cars where to go. ”

even though the company is so heavily focused on delivery and will continue expanding that separate of the sword, Bergelt says the in-store experience will constantly play a key character. Human interaction is an necessity partially of the brand ’ s culture. “ We ’ ll never get rid of our customer servicing reps, ” he says. “ We are a cordial reception drive acculturation. We securely believe that 49 percentage of the reason that we have brand commitment or frequency with guests is because of the food and timbre of what we ’ re pumping out. Fifty-one percentage is the sword know and how we ’ ra making people feel. ” “ We will never replace that homo element because we view that as a differentiate component among a sea of competitors in the pizza space. We want to be more than barely a pizza living room, but a 360-degree experience where everything you see in the shop you touch, you hear, you smell has all been curated into an know to make you ultimately feel better than when you walked in. ”