Espresso House

Espresso House had a central budget process where all the work was done in Excel. Since the whole business wasn't involved in the work, it was difficult to get buy-in and acceptance of the budget throughout the organization.

Before Konstrukt

Not only did this centrally driven budget process entail difficulties in establishing underlying goals, the level of detail in the budget was far too low. This was a result of the fact that it took too much time to create, maintain and consolidate the budget both during the process itself but afterwards with follow-up, so adding more detail was too onerous.

After Konstrukt

Since 2015 Konstrukt has helped Espresso House remedy this and today the entire organization is involved in the work to set & achieve goals. Budgeting is done based on drivers and key performance measures, which the organization is familiar with and can relate to. Everyone can budget in local currencies. Central costs are managed in a separate process and seamlessly integrated with branches' budgeted figures.

Sales

Sales are planned with reference to the previous year. Budgeting is performed based on index figures instead of absolute amounts.

New Coffeeshops

Here planning is performed for new shop openings. As soon as the new establishments become reality, the planned revenue and costs are linked to the actual shop.

Per-country settings

Here, the variables that apply per country are planned. Changes to this app affect the budget and forecast of all everyone within that country. For example, invisible waste is something that burdens the cost side as it relates to the waste in daily operations.