Te Fundamentals

of Queue Management
Contents
Credits 1

Foreword 2

Chapter 1: Te science of waiting in line 4

Chapter 2: Best practices for waiting lines 16

Chapter 3: Success story 33

Chapter 4: Social distancing and queuing 38

Final thoughts 45

About Qminder 46

THE FUNDAMENTALS OF QUEUE MANAGEMENT

Credits
In Te Fundamentals of Queue Management, we share what we’ve learned about
waiting in line and queue management over the course of more than nine years.

Our sofware has helped dozens of companies across the world declutter the
queuing experience for more than 5,000,000 customers — and counting.

If you’d like to learn more about boosting your customer service, untangling the
crowded queues, we regularly share our thoughts and tips on Qminder blog.

Author: Kirill Tšernov

Based on the original articles written by Kirill Tšernov, Giorgi Lobzhanidze, and
Rauno Rüngas.

Feel free to share this ebook with friends and colleagues, but make sure to
give Qminder a proper shoutout.

© 2020 Qminder

THE FUNDAMENTALS OF QUEUE MANAGEMENT 1

Foreword
If you’ve picked up this book, it’s likely that the problem of queues is something that’s
crossed your mind at one time or another.

(It’s also possible that we sent you this book as a free content addendum, and you
opened it up on a limb. In which case, thanks!)

To paraphrase a famous saying, queues are a great equalizer. Whether you’re young or
old, poor or rich, male or female, waiting in line is not some unknowable phenomenon.

A common misconception about queues is that they can, if not must, be lef on
autopilot. Put a crowd fence here, place a sign there — and you’re done!

Naturally, if this were the case, this book would never have to be written.

Queues are all around us: in trafc on our way to or from work, in supermarket
checkout lines, even when waiting for your turn at a cofee machine. A big chunk of
our lives revolves around waiting in queues.

In fact, some estimate that the time spent in lines adds up to 37 billion hours per year
in the United States alone. Tat’s more than four million years, every year.

Yeah, try to wrap your head around that.

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Foreword

Tey also say it takes 10,000 hours to get profcient at something. Yet, despite our
immense experience at waiting, your average Joe is no better at standing in line and
your average Joe Business is no wiser at managing it.

Queue management is hard as it is. And great queue management — one that boosts
customer service and feels a part of the process— is more elusive than the Holy Grail.

In a lot of ways, it’s like making a casserole: every housewife has her own family
recipe, mostly inspired not by objective measures but by gut feelings (no pun
intended). You can fnd a lot of such advice for queue management too, sometimes
masking its simplicity with clever acronyms or alliteration (“Want to get rid of
queues? Follow this simple BRAARPA system!”).

Tis book shuns shallow advice. We at Qminder prefer hard numbers to hypotheticals.
Everything you’re going to learn from this book is a result of careful years-long studies,
based on lived experience of real companies and real people.

Rauno Rüngas, co-founder of Qminder

THE FUNDAMENTALS OF QUEUE MANAGEMENT 3

Chapter 1: The science of waiting in line

Chapter 1

The science of
waiting in line

THE FUNDAMENTALS OF QUEUE MANAGEMENT 4

Chapter 1: Te science of waiting in line

Most of us take queues for granted and don’t give them much thought unless
we happen to stand in one. “What causes queues?” isn’t as big of a question as
“How long do I need to wait here?” But to understand the way to fx queues, we
need to understand where they come from, frst.

Brief history of waiting lines

Troughout human history, waiting lines have been about exclusive access.

Some historians say that queues date back to primitive times. When hunters
brought fresh meat, everyone in a tribe had to wait for their turn to take a bite.
Most likely, these crude “waiting lines” resembled animal queuing, where tribe
hierarchy determines the order.

Luckily, since then queues became more refned.

Te frst mention of waiting lines as we know them now dates back to 1837. Te
word “queue” comes from Old French and means “tail”. Tat’s how Tomas Carlyle
described post-war bread lines in Paris in his book Te French Revolution.

It was another revolution that kickstarted the next generation of queues — but this
time, it was the industrial revolution. Heavy urbanization meant that shops could
barely handle the newly-formed fow of customers.

To give a little bit of structure to this chaos, people would start forming queues that
have survived, unchanged, to this day.

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Chapter 1: Te science of waiting in line

Te other factor in creating queues as we know them was the emerging telephone
industry. Telephone operators would connect callers to their destination by hand.
Te limitations of manual call routing placed great stress on operators, which called
for a more efcient management method.

Tis paved the way for a scientifc theory called queuing theory, frst developed by
Agner Krarup Erland in Te Teory of Probability and Telephone Conversations (1909).
Erland used statistical analysis to predict when calls would arrive.

More than a hundred years later, we are still using the foundation laid by Erland to
run wait time simulations.

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Chapter 1: Te science of waiting in line

Why queues are formed

According to Professor Nick Haslam, from the Melbourne School of Psychological
Sciences at the University of Melbourne, queuing is a “social norm that is governed
by unspoken rules promoting efciency and equality”.

He adds that “in a world where there is more demand than supply, queuing is a very
efcient way to deliver a service without having a scrum of people fghting to get to it
frst.”

Queuing exists because there is an imbalance between the supply and demand side
of services. If consumers could get whatever they wanted whenever they wanted it,
queues would not be needed.

In a Freakonomics episode titled What Are You Waiting For?, Felix Oberholzer-Gee,
an economist at Harvard Business School, describes queues as a “way to deal with
short-term fuctuations in demand”.

Queues don’t have to be long to be classifed as queues. As long as there is at least

one person waiting for their turn, there is a queue.

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Chapter 1: Te science of waiting in line

Types of waiting lines

Not all queues are created equal. Tey difer not only by length and speed, but also
by their structure.

In queuing theory, there are diferent models for service systems with queues.
Tey are categorized by:

- the number of servers: most typically, a service agent who can only serve one
customer at a time.
- the number of lines: how many concurrent queues there can be in a service system.
- the number of phases: how many stages there are to the complete experience.

For simplicity, the number of each category is expressed as either single or multi.

Tus, queuing theory recognizes, for example:

single-server, single-line, single-phase queues: one checkout point which all

customers go through in an orderly fashion.

multiserver, multi-line, single-phase queues: several checkout points, with a line

for each.

multiserver, single-line, multiphase queues: the customer next in line goes to the
available checkout point, afer which the service proceeds with another line.

Has your head started spinning yet? Don’t worry, now we’re jumping from dry
theory to exciting practice.

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Chapter 1: Te science of waiting in line

Serpentine lines
In a single serpentine line system, the supply of services is distributed to the
customer who queued frst.

Example: airports, customs.

Pros: there is a clear sense of progress and logic. First-come-frst-served is always

true, as the frst in line gets serviced earlier.

Problem: the length of the queue is intimidating and may discourage customers
from joining. Serpentine lines also usually employ queue barriers, or stanchions,
which invoke the feeling of being seen as cattle.

Parallel lines
In a multi-server system, parallel lines give customers the freedom to join any queue.

Example: supermarkets, banks with multiple tellers.

Pros: parallel lines make the process of checkout faster.

Problem: customers may join the wrong queue if there’s segmentation by the type
of service. When the queues are equal, they may spend too much time deciding
which line to join. Tis is caused by the illusion that the other line always moves
faster.

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Chapter 1: Te science of waiting in line

Take-a-number lines
In a take-a-number model, queuing begins by taking a ticket generated at the
counter. Tis ticket has a number printed on it, which determines the order of service.

Example: deli counters in supermarkets.

Pros: the progress is tracked. If tickets are in a sequential order and there is a screen
with ticket numbers, you can calculate how many people are currently in front of you.

Problem: this model may be confusing in a system with multiple lines, each having a
diferent sequential order. Paper tickets are also wasteful, and their use of numbers
in lieu of names is grossly impersonal.

Virtual lines
In a virtual queuing model, customers join the queue via check-in kiosks, apps,
websites or QR codes. Te queue is virtual, which means the digital system keeps
track of the order of customers at any given time.

Example: any business which uses a digital queue management system.

Pros: no need to physically stand in line. Easy to update in real time and fx small
issues (e.g., a customer joined the wrong queue).

Problem: although efcient, it is not ft for all of the industries.

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Chapter 1: Te science of waiting in line

Customer behavior in queues

Each line comes with its own set of rules and conditions. If you don’t want to stand
in a long line in a cafeteria, you can opt out for some place else. Tis doesn’t work
for airports, where — provided that you have bought a ticket — the stakes of leaving
a queue are that much higher.

Depending on how they react to queues, customers can be broken into three
categories:

Jockeying: customers switch to a diferent line in an efort to reduce their wait time.

Balking: customers decide to leave the location without joining the queue at all.

Reneging: customers join the queue but decide to leave afer some time.

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Chapter 1: Te science of waiting in line

Te efect of queues on customers

Before we’re ready to discuss the how’s of queue management, we need to focus
on why. Namely, why queue management is important at all.

Te impact of poor queuing on customers is much more than just frustration and
boredom. Lack of proper queue management afects consumer behavior, purchase
intention and even conversion rates — in short, your bottom line.

(Since this chapter is called Te science of waiting in line, there will be a lot of numbers
and percentages. You’ve been warned.)

Over 75% of shoppers say that queuing to pay for a product is the worst part of the
in-store experience.

Customers are willing to wait, at max, 14 minutes before being served. As the length
of time spent in queues grows longer, the customers’ patience grows shorter:

25% would only wait a maximum of two minutes

59% would wait no longer than four minutes
73% would abandon their purchase if they had to queue for more than fve minutes.

Even UK shoppers, renowned for their tolerance of queues, consider nine minutes
long enough to make them reconsider a purchase and walk out from queues more
than seven people deep.

Negative queuing experiences have a serious impact on customers’ psyche. 27% of

consumers get annoyed by fellow shoppers when queuing, and 19% of shoppers have
even had an argument with a partner or friend in a queue.

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Chapter 1: Te science of waiting in line

74% would shop in a competitor’s store if they perceive the queue time to be
quicker. 70% would be less likely to return to shop again if they had experienced
long waits.

Creating a frictionless customer journey plays a big part in converting casual shoppers
into loyal customers.

Te monetary value of long queues

Long queues are among the chief contributors to lost store revenue, behind only
out-of-stock items.

A research released by Adyen found that long queues are costing retailers up to
£12 billion each year in potential sales losses:

£6.4 billion lost by retailers to their competitors

£5.6 billion lost due to customers leaving or deciding to spend less

A 2012 research paper called Measuring the Efect of Queues on Customer Purchases
estimates that “increasing the queue length from 10 to 15 customers would reduce
purchase incidence from 30% to 27%”.

Losses come from negative advertising, too. An unhappy customer will tell between
9-15 people about their experience, thus discouraging them from visiting a venue
with improper queuing practices.

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Chapter 1: T e science of waiting in line

Bad queuing experience across the world

Poor queue management is a universal language, and it is as easily understood in
Asia and Europe as it is in America.

Lack of good queuing options reportedly costs UK retailers up to £3,581 per day in
lost revenue. T ese estimates are based on a 53% potential monthly revenue loss
due to walkouts, with an average daily revenue of those polled at £6,757.

On the other side of the globe, in Singapore, 89% of shoppers routinely leave a store
because the queues are too long. Among those, 34% do not attempt a new purchase,
and 27% decide to purchase a similar item from a dif erent retailer.

As a result, Singaporean retailers incur over $1.6 billion yearly due to mismanaged
queues.

Similarly, retailers in Hong Kong lose up to $2.35 billion because of shoppers

discouraged by long queues.

$1.26 billion is lost explicitly due to long wait-to-pay times, with 87% of shoppers
choosing another venue and 13% not making any purchases at all.

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Chapter 1: Te science of waiting in line

Queues and the bandwagon efect

Tere is a myth surrounding businesses with long queues that lengthy wait times
are actually a sign of popularity. We see it with Apple and venues who wish to
simulate it.

Tat’s because people tend to assign subjective values to products they acquire
afer a lengthy wait. Tis is the bandwagon efect of queues.

An experiment designed by Minjung Koo and Ayelet Fishbach found out that queuing
increases the value of products by stimulating the enjoyment we get out of them. In
this context, the longer the line, the greater the value people put on the product or
services.

In the Freakonomics episode on queuing, Fishbach describes how she and her
colleagues designed an experiment disguised as a smoothie sample-tasting study.
Researchers stood in line behind half of participants and in front of the other half.

Te result? People who thought there was a line behind them reported that the
smoothie tasted better.

“In other words, once we wait for something, we value it more than if it was
efortless, than if we never had to wait.”

Tat is not to suggest that queues should be taken to their extreme, to take
advantage of their ‘exclusivity’. Proper queue management has a lot more to
ofer to both customers and busines owners.

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Chapter 2: Best practices for waiting lines

Chapter 2

Best practices
for waiting lines

THE FUNDAMENTALS OF QUEUE MANAGEMENT 16

Chapter 2: Best practices for waiting lines

When was the last time you didn’t mind standing in line? Unobtrusive queues
are few and far between, but memorable queues are something else entirely.
Most businesses treat queue management as an aferthought, thinking that
it’s only customer service that matters. But standing in line is already part of
the service, and you can tell a lot by the way a business engages you from
the get-go.

If you only care about getting proft hand over fst, improving your queues may seem
like a waste of time and efort. But that is a very shallow, short-term way of looking
at things.

No matter how sturdy your business ship is, if you aren’t careful, it’s going to run
aground.

To quote a Cornell study on customer wait experiences:

“Since peak experiences, positive and negative,

infuence perceptions of the service encounter as a
whole, managers should carefully consider the design
of the wait experience and waiting environment, as an
integral part of the entire service experience.”

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Chapter 2: Best practices for waiting lines

How queue management helps

So what is queue management, you ask? We defne queue management as:

A set of principles aimed at controlling customer fow and streamlining the

queuing experience.

Or to put it even more simply, a system that balances supply and demand of queues.

Te thing with good queue management is that you don’t notice when it’s there; you
notice it when it’s not there. If you’re feeling frustrated while standing in line,
chances are, the business owners have not read this book.

As for the benefts of quality queue management, the inverse of all negative efects
mentioned above applies here. Tus, satisfaction instead of frustration, positive
advertising and word of mouth, more opportunities to upsell and cross-sell, and
higher customer retention.

But there are also some less-talked-about benefts of good queue management.
Something called Parkinson’s Law.

In 1955, historian Cyril Northcote Parkinson came up with a humorous law that
was based on his experience in the British civil service. Te law stipulates that
“Work expands so as to fll the time available for its completion”.

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Chapter 2: Best practices for waiting lines

Initially, the law related to bureaucracies (“If something must be done in a year, it’ll
be done in a year”). Since then, this principle has been appropriated by sociologists
to explain, among other things, how an increase in prison capacity leads to greater
incarceration rates.

How does Parkinson’s Law relate to reducing queues?

Te other side of the coin is that liberation of resources results in reinvesting these
same resources back into the original context. Tat is to say, if you free up customers’
time by reducing wait times and taking the frustration out of the picture, guess where
they will spend this free time.

Tat’s right, they will spend it at your store — either window-shopping or looking at
potential purchases for later.

Similarly, by lifing the burden of having to manually manage crowds, you help your
employees gain confdence in your business and their role in it. No longer needing to
focus on visitor management, they are now free to keep making service the best it
could be.

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Chapter 2: Best practices for waiting lines

Te psychology of waiting
We’ve deliberately omitted this section from the ‘science’ part of our book, although
most of the things we’re going to talk about here is backed by scientifc research.

Dr Richard Larson, “Doctor Queue”, said, “Ofen the psychology of queuing is more
important than the statistics of the wait itself.”

Te core keyword when talking about wait times is perception. Perception is everything
when it comes to queues, so solving wait times alone is not enough.

People’s perceived wait times are as, if not more so, important. On average, customers
overestimate how long they’ve waited in a queue by 36%.

Tis happens because companies do not pay attention to the psychology of waiting
in queues.

Tis section is based on Harvard Business School professor David Maister’s article
Te Psychology of Waiting in Lines. Regardless of who you are as a person, chances are,
your queuing behavior and your perception of queues are governed by these
fundamental principles.

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Chapter 2: Best practices for waiting lines

1. Occupied time feels shorten than unoccupied time

Houston airport was no diferent from other airports and has had a handful of such
complaints as well. People spent no more than minutes waiting for their luggage at
the arrival gates, but even these minutes felt rather long.

And with one simple decision, Houston airport decreased the number of complaints
to practically zero.

Teir solution?

Instead of placing arrival gates close to incoming planes, the administration moved
them farther. Passengers now had to walk the distance, thus spending time on
walking and not simply waiting.

To quote philosopher William James, “Boredom results from being attentive to the
passage of time itself”. Or, in the words of every mother ever, “A watched pot
never boils”.

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Chapter 2: Best practices for waiting lines

2. Finite waits feel shorter than uncertain waits

From the standpoint of a customer, any amount of waiting is already unnecessary.
Seeing an employee not paying any attention to you — even if they’re visibly
busy — adds to the injury.

Uncertainty in service breeds nervous anticipation, anxiety, and the feeling of

powerlessness. Customers are not willing to fully commit to staying nor to walking
away. As a result, they’re efectively stuck in the middle.

Ten, there’s such a thing as the appointment syndrome. Clients who arrive early for
an appointment will wait until the scheduled time arrives, even if it takes long.

Once the appointment time is over, however, every additional minute feels like two.

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3. Explained waits are shorter than unexplained waits

Most serving personnel are repeatedly asked about the circumstances in waiting
situations. Te lack of an explanation is one of the prime factors adding to a customer’s
uncertainty about the length of the wait.

Naturally, justifable explanations will tend to soothe the waiting customer more than
unjustifable explanations. A subtle illustration of this is provided by the practice of
many fast food chains which instruct serving personnel to take their rest breaks out of
sight of waiting customers.

Te sight of what seems to be available serving personnel sitting idle while customers
wait, is a source of irritation.

Even if such personnel are, in fact, occupied (for example, a bank teller who is not
serving customers but catching up on paperwork), the sight of serving personnel not
actually serving customers is “unexplained.” In the customers’ eyes, he or she is waiting
longer than necessary. Te explanation that the “idle” personnel are taking a break or
performing other tasks is frequently less than acceptable.

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Chapter 2: Best practices for waiting lines

4. Fair waiting feels shorter than unfair waiting

Perceived duration of waiting has a bigger impact on consumer satisfaction than
the actual wait time.

Measuring the Efect of Queues on Customer Purchases: “Purchase incidence is

afected more by the length of the line rather than the speed of the service.”

Nothing gets your blood boiling quite as seeing someone come later and still be
serviced before you. In the words of sociologists Sasser, Olsen, and Wycof, “Te
feeling that somebody has successfully ‘cut in front’ of you causes even the most
patient customer to become furious.”

But what makes queues “fair”, exactly? It’s mostly about their conformity to the
frst-come-frst-served model of service (sometimes referred to as frst-in-frst-out,
or FIFO).

FIFO works exactly as the name implies: people who join the queue earlier expect
to be served sooner than those who joined afer. It is the most reliable model when
it comes to queue fairness, as:

1. Its rules are simple to follow.

2. All potential violations are observable.

People closer to a service agent are more satisfed with service and waiting than
those further away.

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Chapter 2: Best practices for waiting lines

5. Reducing anxiety makes waiting feel shorter

Have you ever noticed that the other line always moves faster?

Tat’s not something that only happens to you. In fact, there’s the so-called Erma
Bombeck’s Law which describes this phenomenon.

It’s in human nature to second-guess everything, so the feeling of having chosen

the wrong line is here to stay.

As a business, it’s extremely important for you to be upfront with your customers
about the expected wait time. When queuing is handled manually, the slightest
disturbance can lead to serious chaos.

It’s what they call the domino efect.

To battle the prospect of anxiety in your customers, it’s best to set the right
expectations and overestimate the time required for service.

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6. Customers want to get started ASAP

According to the study on customer’s perceived value of waiting time, any waiting
can be divided into three separate stages:

Pre-service: Customer is in line waiting to make an order.

In-service: Customer is at the counter, gives his order to the employee and pays.

Post-service: Customer waits for their order to be ready

Although preceding the actual service process, pre-service infuences the most
how customers score the service quality.

Here’s an example: one customer has waited in the line for 10 minutes before
ordering a cup of cofee, and another has waited as long to have his already-ordered
cofee prepared.

Will they be equally satisfed with their service?

Te answer is no, because the frst customer, even if his or her order is fulflled
immediately, will feel that subjectively, his wait was longer.

Researchers have found that perceived wait times feel longer than actual wait times.
A fve-minute queue in an oppressive waiting room can feel draining.

Tat’s why it’s harmful to think of queues as anything other than a part of your
service. As soon as customers get to feel involved in the servicing process, the
wait efectively ends

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7. Shared waits feel shorter than solo waits

Dr Larson refers to Disney as the master of queuing psychology — and for good
reason.

Disney amusement parks are a great source of customer service inspiration when
developing your queuing strategies.

Our perception of a queuing experience is strongly infuenced by its fnal moments,

according to a research conducted by Ziv Carmon and Daniel Kahneman. If these
moments are miserable, the overall waiting time will seem awful in retrospect.

However, if your queue experience ends on an uplifing note, customers tend to

forgive or even ignore less positive bits. And nothing gets more uplifing than
spending your time in a group of familiar faces.

Afer all, queues are a social phenomenon, so it doesn’t hurt to underscore the
“social” part.

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Queue management equipment

Simply knowing the psychology of waiting won’t get you anywhere.

A man is only as good as his tools, and without proper queue management
equipment, even the most well-thought-out queuing strategy is bound to fail.

Te best thing about these tools is that you can pick and choose which ones you
need the most. Treat them as puzzle pieces.

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Check-in kiosk
Digital check-ins allow visitors to enter the information required for high-quality
service. In short, self-service kiosks put your customers back in control.

Here’s how they work: a customer enters the location, they go to a kiosk installed at
the entrance or other high-trafc point, they fll out the information according to
their preferences, and their data is fed to the system.

Check-in kiosks are a big part of the system that allows staf to engage customers
immediately, capture pertinent information, and use branching service paths to adapt
the process to each customer case.

Check-in kiosks can be used to manage customer fow in banks, hospitals, shops,
service centers, public administration ofces, and more.

It can be programmed to ask custom questions, and unlike sign-in sheets with messy
handwriting, kiosks give you neat, clean data straight from the customers’ fngertips.

Self-service kiosks also reduce the workload of clerks, which means they are free to
manage higher-level tasks.

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Waitlist monitor
Te next item on the list is a waitlist monitor. Its purpose is easy to grasp: it shows
a digital waitlist of customers currently standing in line (be it physical or virtual).

Te monitor is connected to the central system, and as soon as the new customer
checks in, they appear at the end of the waitlist.

And when their turn fnally arrives, the monitor displays a special notifcation and
explains which desk the customer should proceed to next.

Essentially, lobby display monitors keep customers happy and in the know: you
know exactly where you stand in a queue, and how quickly the line progresses. Te
monitor provides real-time data on the approximate number of people queuing and
gives insight into queue fuctuations

Te additional advantage of waitlist monitors is that they allow you to show the
customers’ names instead of just numbers. When you check into a kiosk upon entry,
you’re required to give the system your name.

Once you’re done, your name pops up on the screen, giving you the warm, cozy
feeling of getting catered to.

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Remote check-in
Te year of 2020 has shown the cracks in the queuing model that we all took for
granted. Te world has gotten so used to physical lines that the moment they
started posing danger due to a risk of infection, we’ve

Remote queuing is a non-essential-made-essential part of queue management

that’s been making strides in 2020. It helps disperse crowding in waiting areas by
keeping queues strictly virtual.

Te mechanics are thus: a customer checks queue availability of a given location

from afar, checks into the queue online, and gets SMS text messages alerting to
the queue status.

As a result, the businesses get to control the current capacity and only host those
customers whose turn has arrived.

Using SMS two-way communication, employees also get to chat with customers
while they wait. If there are any changes, delays, cancellations or additional
requirements, it can all be communicated before the service begins.

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Service dashboard
Te last piece of the queue management puzzle is the service dashboard. What
it does is centralized management of front and back ofce activities.

Using the service dashboard, employees get to guide and change the service
process on the fy, all from one place:

Arrange and prioritize customers based on their specifc needs.

Call in the next customer and mark them as no-show in case of a cancellation.
Look at each customer’s history of service interactions.
Assign a customer to another agent without sending the former back to the queue.

Tis guarantees that people responsible for service quality are always in the loop
and know what the current situation is. In other words, they get the tools to identify
where bottlenecks are occurring.

Among other things, the service dashboard also provides performance metrics: how
many customers each agent took care of, what the average wait time stats are, which
service line is the busiest, when the peak hours are, etc.

Service data is worth its weight in gold. Managers and administrators can use it for
performance reports, to justify making adjustments to the workplace: resource
allocation, shifs, additional training of staf, etc.

THE FUNDAMENTALS OF QUEUE MANAGEMENT 32

Chapter 3: Success story

Chapter 3

Success story

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Chapter 3: Success story

So far, we’ve only been dealing with theory. How does digital queue
management fare when put to practice? Let’s take a closer look at one of
Qminder’s more successful graduates, and see how exactly they’ve managed
to refne their queuing strategy.

How iShop Guatemala managed

to reduce its wait time by half
Founded in 2007, iShop Guatemala is the leading Apple Premium reseller in the
Republic of Guatemala, with 12 stores, 60 Apple specialists, and 4 Apple-authorized
service centers.

Te aim of iShop is to provide the best tech solutions while ofering friendly and
smooth customer service. Tey want to not only sell major Apple-related accessory
brands — which include Bose, Sonos, Marshall, and others — but also build lasting
relationships with their customers.

THE FUNDAMENTALS OF QUEUE MANAGEMENT 34

Chapter 3: Success story

iShop’s new service strategy

Prior to Qminder, iShop did not use any queue management system whatsoever.
Customers got served on the frst-come, frst-served basis, without much thought
given to efective crowd management.

In the beginning, when iShop had only a few stores, that seemed like enough. As
the number of iShop locations — and with it, the number of daily visitors — grew,
it was apparent that disorganized waiting spaces were becoming a huge problem.

One of the customer service centers in particular was getting overcrowded. Te

problem became exacerbated when iShop agreed to service all iPhones for three
separate phone carriers in the Republic of Guatemala. Tis has opened the gates to
many more new customers.

In an attempt to reign in customer waiting times, the CEO of iShop himself started
looking for the right queue management tool. Afer weighing in all the pros and cons
of diferent alternatives, he decided to go with Qminder as he felt the iShop team
would beneft the most from its features:

- Ease of setup
- No staf training required
- Performance reporting tools

Te frst two points were especially critical, as they were looking for a quick solution.
Te setup of Qminder was indeed a “breeze”, and the system proved to be intuitive
and user-friendly enough for every employee to get accustomed to it during the
testing period.

THE FUNDAMENTALS OF QUEUE MANAGEMENT 35

Chapter 3: Success story

A closer look at iShop’s success

Te positive results from implementing the new system were quick to show.

Te main aim of iShop was to reduce their waiting times, which they did — by
more than 50%. Waiting times went down from 40 minutes to under 20 minutes.

“Our focus has been on making waiting times shorter for our
customers. We managed to reduce them by more than 50%.”

Te response from the customers has been especially incredible. Customers were
as quick to adapt to the new system as the iShop team, and they found it helps make
the shopping experience not only faster but more pleasant as well.

iShop locations don’t have a dedicated greeter to welcome each visitor individually.
Instead, Qminder plays the greeter’s role and gives customers the means to sign
themselves up and join the queue.

An Apple TV installed in the largest service center lets visitors know when their turn
comes, what their estimated waiting time is, and where to go. Tis saves everybody
the usual queue-related confusion: “Is it my turn yet?”, “Where do I go next?”, “How
long do I have to wait?”, etc.

Te iShop staf also works more efciently thanks to Qminder, as the new system
gives them structure and deeper understanding of what is going down at every
location.

THE FUNDAMENTALS OF QUEUE MANAGEMENT 36

Chapter 3: Success story

Each week, employees get a performance report for all service centers. Tis helps
them make educated decisions when it comes to stafng questions, such as adding
personnel to a certain location or changing the workload.

Te last beneft was more of a surprising bonus. As the reseller of Apple products,
which are known for their sleek visual aesthetic, iShop takes great pains to look tidy,
appealing and innovative. Te new queuing system has helped upgrade the look of the
waiting spaces, and the fact that Qminder is an Apple-based technology means it gels
well with iShop’s aesthetic.

Innovative systems shaping

the experience
Since they’ve partnered up with Qminder, iShop opened two more Apple-authorized
service centers in Guatemala. Needless to say, they plan to keep using Qminder in
all future locations.

“Qminder is an important part of our day-to-day process and

an amazing aid when analyzing trafc and CS rep load.”

Te reduced wait times are the most visible beneft, but not the only one. Efcient
customer service is about two things: serving customers fast, and providing
memorable experiences. It’s Qminder’s ability to do both that the iShop team
found so valuable.

THE FUNDAMENTALS OF QUEUE MANAGEMENT 37

Chapter 4: Social distancing and queuing

Chapter 4

Social distancing
and queuing

THE FUNDAMENTALS OF QUEUE MANAGEMENT 38

Chapter 4: Social distancing and queuing

As the governments around the world continue their battle against the novel
coronavirus (COVID-19), this is a chance for everyone to pitch in and fght the
good fght. Queue management exists to help make the experience not only
more pleasant, but also safer.

Te year 2020 has stored a few paradigm-shifing surprises. Coronavirus brought

entire countries to their knees and forced industries to adapt to how people interact
in crowds.

Tere are several things we can do collectively to stop the spread: personal hygiene,
following the ofcial recommendations of the WHO, and practicing social distancing.

Enforce social distancing

Right now, the best we can do to stop the contagion is to maintain a safe distance
of minimum one meter (three feet) from other people. Two meters (six feet) is ideal.

Businesses have started demarcating proper distances with foor markers, so that
customers could stand apart safely and reduce the risk of infection.

Additionally, they provide signage and guidance to help keep a safe distance. Te
general idea is to make queues move quicker so that customers aren’t waiting
longer than required.

THE FUNDAMENTALS OF QUEUE MANAGEMENT 39

Chapter 4: Social distancing and queuing

People have already started to respect the distance on their own, but it is sometimes
dif cult to gauge how close the other person is. To help them, you can put adhesive
marks on your f oor.

For example, this is how German and Danish supermarkets designate where people
should stand to keep the distance (courtesy of Twitter):

Moreover, you should regularly disinfect and wipe down all the surfaces that people
come into contact with. T is means sign-in kiosks too, as they are frequently
touched by visitors.

Invest in alcohol-based disinfecting wipes and have a person stand by to make

sure the screen stays clean at all times. Also consider providing your visitors with a
hand rub for extra protection.

THE FUNDAMENTALS OF QUEUE MANAGEMENT 40

Chapter 4: Social distancing and queuing

Keep your queues virtual

Another way to social distance is to get rid of crowds and physical waiting rooms
altogether. If people don’t have to stand in a physical line, there are fewer
opportunities for the virus to spread.

Tere might be a way for you to provide service in a contactless manner, while still
having an organized queue. For example, you can have designated service agents
accepting phone or email inquiries. Te visitors are then added to the virtual queue
in Qminder.

Here’s how one of Qminder clients has been operating during the quarantine period:

“Our walk-up service desk is unmanned, with no waiting area to maintain social
distancing. Te customers log in on the iPad, we greet them with a text message and
see if we can resolve the issue remotely. Only then, we request to meet them in a
large open area to resolve their IT issue, with absolute minimum contact with
customers and their IT assets.”

Migrating queues to the virtual space is a sure way to keep the contagion at bay.

THE FUNDAMENTALS OF QUEUE MANAGEMENT 41

Chapter 4: Social distancing and queuing

Use SMS messages for

contact-free queuing
Since your main goal should be to empty your lobbies as much as possible, Qminder TV
is not as relevant. You want to inform visitors outside your location, not only those
currently in your waiting area.

SMS text messages are ideal not only for notifying your customers about their
upcoming turn, but also to keep them posted about potential changes in the service:
working hours, delays, lunch time, etc.

From their side, customers get to warn you about their wish to cancel or reschedule.
All of that — and without the need for face-to-face contact.

THE FUNDAMENTALS OF QUEUE MANAGEMENT 42

Chapter 4: Social distancing and queuing

Let customers pick the best time

to visit with remote check-in
Quarantines are only efective if people leave their home as seldom and for as little
time as possible.

Tis is not always feasible, as people generally have few means to gauge how busy
the location they’re going to will be. If they’re unlucky, the queues might be too long,
forcing them to spend more time outside their home than necessary.

Tat’s why we advise you to start using Visit Planner, which is a special webpage that
helps provide your customers with crucial information:

how many visitors you currently have

the average waiting time at your location

the recommended time to visit.

THE FUNDAMENTALS OF QUEUE MANAGEMENT 43

Chapter 4: Social distancing and queuing

T is way, people can tell at a glance whether right now is the ideal time for them to
leave their home, or if they should wait it out.

T e ability to check in remotely further

reduces the risk of contagion, as customers no longer have to be physically present
to sign into queues or check their estimated waiting time.

THE FUNDAMENTALS OF QUEUE MANAGEMENT 44

Final thoughts
Queue management isn’t something your business can aford to put on the back
burner. Poor wait line management impacts consumer satisfaction, reduces
productivity, negatively afects your brand reputation, and ultimately, loses you
customers.

What separates a good company from a great company is how engaged it keeps
its customers, right from the frst moment they step inside the store.

Focusing on queue management costs money, but you should think of it as investing:
into your customers, into their experiences, into your future.

Now that you’ve read it this far, it’s up to you to apply everything you’ve learned
from this book and start charting out your next bold steps into the realm of quality
queuing experiences.

If you haven’t already, check out our blog where we share tips, tricks and thoughts
on queue management, customer service, employee engagement, and more.

THE FUNDAMENTALS OF QUEUE MANAGEMENT 45

About Qminder
Qminder is a queue management sofware company that’s been in the game for over
nine years.

Just like you, we are thirsty for new knowledge. A good teacher keeps the learner’s
mindset, and we try to learn from as many sources as possible.

Over the years, we’ve partnered with some of the biggest market leaders and trend
setters from all kinds of industries: from retail to healthcare, to even government
ofces.

Some of the shinier nuggets of wisdom that we have parted onto you in this book
came from our clients. And hey, there’s always room for a new client.

If you liked this book, we’d love to see you share it with your friends and colleagues:

Facebook | Twitter | LinkedIn

Any questions? Contact [email protected]

THE FUNDAMENTALS OF QUEUE MANAGEMENT 46

Qminder’s other books
Digitizing Queue Management in Healthcare

Qminder’s frst ebook delves deep into all things patient

experience, from creating a pleasant queuing environment to
the intricacies of HIPAA.

Te book also features a success story by one of Qminder’s more

successful partners, Beacon OHSA.

THE FUNDAMENTALS OF QUEUE MANAGEMENT 47