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Customer experience in every serving

KPMG helped a U.S. national restaurant chain analyze customer and operational data to support its plans for expansion.


A national restaurant chain


Consumer goods and retail


Ensuring customer satisfaction with analytics

Client challenge

In the highly competitive fast casual food industry, our client, a national restaurant chain, continues to thrive year after year. Ringing up billions in revenue, the chain’s success has been attributed to consistently topping customer experience rankings.

On a mission to reach more customers and communities, they have ambitions to nearly double their revenue by 2025. This meant finding ways to optimize capacity functions, such as new locations, supply-chain demands, food maintenance, and human capital management. And they needed to do all this without compromising their food quality and extraordinary customer service.

This company now has a road map for the marketing and customer analytics capabilities it needs to aggressively grow revenue while maintaining top-level customer experience.


Our client’s values-driven culture and dedication to providing the best service experience makes it a beloved brand among customers. And that translates into sales. Even competitors with double the amount of locations generate less annual revenue. At the center of its success, the customer experience plays a large role. In surveys that assess the quality of customer experience, they consistently rank number one.

To reach its financial goal of doubling revenue by 2025, they needed analytical data on their business operations, including a capability assessment (number of stores, supply chain, and food maintenance) and stakeholder map. However, the chain realized there was a greater need to understand and implement the tools and innovations that would enable it to expand.

Keeping the customer experience at the heart of its thinking, KPMG supported our client by developing a detailed marketing and consumer analytics strategy and road map. This essential framework, that included recommendations for implementing the proper technology, vendors, and hiring plan, outlined the infrastructure changes needed to accomplish their 2025 revenue goals. Within the road map itself were four platforms used to answer key questions:


Data management platform: How can we enhance our business processes and enable top performance in every department?


Customer data platform: Who are our existing customers? Who are our potential customers? Which individuals have we been unable to reach?


Unique customer identifiers: What are the behaviors and traits of our customers? How can we improve their customer experience?


Marketing effectiveness framework: What marketing KPIs should we use to judge our success? How can this inform our marketing mix and media spend?

With these data points, and the resulting implementation, our client has a single view of their customer and can enable a future where every individual has a personalized experience made to order.

Benefits to client

To maintain and build on its exceptional customer service experience, we helped our client develop a single view of its current and prospective customers, allowing the chain to:


Continue crafting personalized experiences for each individual.


    Execute on growth strategies without compromising on customer service.


    Maintain consistency in both customer experience and food quality.


    Ensure that the correct human capital is in place to facilitate growth plans.

    Why KPMG?

    • Understand the business problem first

      Emerging technology, such as machine learning, cognitive computing, and artificial intelligence, is often marketed as necessary innovations that companies should invest in. However, a common pitfall is to select a piece of technology based on trend instead of understanding the business problem. The right tech investment will be a solution driven by the needs of the business.

    • People make the difference

      To run an effective business, it’s important to think about organization and capabilities design. What kind of people are needed? Which individuals must we hire? How are people being managed? These are questions that management and leadership need to consider. Beyond that, people need to understand not only what they work on, but why it is important to the company.

    • Analytics, then action

      Analytics need to accomplish more than merely iterating data points. The value of analytics is that it can develop insights that engage with an audience to drive changes and outcomes.

    Meet our team

    Image of Brad Fisher
    Brad Fisher
    Partner, Data & Analytics Lead, KPMG US

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