The story
Orders left the telephone, and the restaurant grew from one location to five.
A branded ordering site and a layer beside the restaurant's POS that add loyalty and a shared customer base the POS never had.
Worth noting
Sushi XO took orders by phone. As volume grew, staff lost time typing orders in, mistakes crept in during the rush, and there was no way to recognise a regular and reward them for coming back. The client wanted online ordering for delivery and pickup, a loyalty program that brings guests back, and all of it working with the existing POS, which does not support loyalty and could not be replaced.
Sushi XO grew from one location to five during our collaboration. The site takes hundreds of orders a day. The loyalty program brings regulars back, and the POS did not change for any of it. The system is on version two, with version three under way, and we do all of Sushi XO's software.
A guest opens the site on their phone, signs in with an SMS code instead of a password, picks delivery or pickup and orders. The order lands in the POS as a kitchen ticket, in the same queue as an order taken at the counter. Beside the POS we keep what it cannot: one customer record across all five locations, discounts that apply themselves to qualifying orders, and SMS updates as the order moves. The site was designed from scratch to carry the Sushi XO brand.
What it covers
Ordering site with menu, cart and history, SMS sign-in, loyalty discounts, POS integration, shared customer registry, SMS notifications.
We started by learning what the POS does, where it stops, and what happens to an order after the guest hangs up. We built the customer registry and loyalty before touching the design, then designed a standalone branded product rather than another template. Testing against the real POS was the phase that mattered most: online orders and loyalty had to land in the flow the kitchen already knew. After launch we kept iterating as the chain grew.
Tell us how your operation works today. We'll tell you what we'd build.
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