In a broad sense, cash registers can be broken down into three groups that range widely in the information offered and price.
The first group is the basic machine, which ranges in price from $350 to $950. These registers can provide the operator with basic information: how many dollars came in and how the dollars were divided in beverage, desserts, grill, deli, pizza and up to three other categories. While this data is valuable, it provides only the most basic idea of customer purchases.
In addition, because the price of each item must be entered, the cashier must remember every price. National Cash Register research studies have shown for every 10 items entered that require memorization, one mistake is made.
The second group consists of machines, costing between $1,500 and $2,300, that have up to 300 preset departments and what is known as “interregister communications.” The preset departments allow the manager to track exactly what was sold. At the end of the week he can determine how many large sodas, large fries, small fries, cheeseburgers, etc. were sold, which indicates what is selling well and what can to be removed from the menu.
The preset keys also eliminate cashier errors in entering prices because all items have their own key with a set price and the cashier does not have to remember the prices. The keyboard can be color coded with beverages in green, grill items in yellow, etc., which increases the speed of transactions.
The interregister communication allows a manager to program prices in one machine and communicate this programming to all machines. In addition, reports can be grouped through one register for ease of compiling sales data.
While these registers are much more sophisticated then the first group described, they actually take less training because the cashiers are not required to memorize prices and changes that occur during the season.
The third group of cash registers, known as point-of-sale-systems or POS, provide an unlimited avenue to sales data, labor reports and other important information. They cost about $4,000 per terminal, $2,700 for the computer and printer and $2,500 for the software and the cost of running the cable from the terminals to the office. In addition, other software can help control food cost.
This group of registers can work in either fast-food applications or full-service restaurants. In the fast-food operation, these machines function like the second group of cash registers with a large number of preset keys tracking everything that is sold. In a full service operation, they can work with both kitchen and bar printers to save time and improve the efficiency of the wait-staff.
Within these machines are time clocks on which the staff can punch in and out, allowing management to track labor costs versus food sales on an hourly basis. These machines are connected to a computer in the food service office so all reports and changes in prices or menu items are input from one location.
In evaluating various cash registers, the first group cannot provide operators with enough data to make sound decisions about what is selling or needs to be removed from the menu. The second group allows for a thorough tracking of items sold, answering questions such as: If the price of soda goes up by a nickel, do we notice a fall-off in sales? This type of information is invaluable in maximizing profits. While the third group provides the best information, its use (and cost) can be justified only in the largest operations.
With any system, it is suggested that battery back-up be provided in order to eliminate problems with fluctuating power or outages. Even without power, customers buy products and get service.
Long-term leases (48 to 60 months) make new technology affordable. It is also possible to make double payments during the winter months and no payments in the summer to ease cash flow.
According to Paul Buerk of Merchant’s Cash Registers in Seattle, who has put several POS systems into western ski areas, the increased speed of service, lack of errors and additional information more than offset the lease payments. The cashiers are also able to have their work simplified, allowing greater customer contact and a more professional image for the food and beverage department.
