Scaling restaurant efficiency: boosting sales by 20% with multi-store management
Scaling restaurant efficiency: boosting sales by 20% with multi-store management
Problem
Suppliers needed to sell from multiple stores, but the portal only allowed one store per account. This led to duplicated accounts, manual work, and reporting issues—affecting 35% of suppliers who contributed 66% of total sales.
Suppliers needed to sell from multiple stores, but the portal only allowed one store per account. This led to duplicated accounts, manual work, and reporting issues—affecting 35% of suppliers who contributed 66% of total sales.
Solution
We enabled multi-store management by coordinating updates across five key portal areas and aligning multiple teams for a unified rollout. This led to a 25% increase in stores and a 20% increase in sales.
Solution
We enabled multi-store management by coordinating updates across five key portal areas and aligning multiple teams for a unified rollout. This led to a 25% increase in stores and a 20% increase in sales.
Solution
We enabled multi-store management by coordinating updates across five key portal areas and aligning multiple teams for a unified rollout. This led to a 25% increase in stores and a 20% increase in sales.
My role
Product Designer
My role
Product Designer
My role
Product Designer
Company
Mercado Libre
Company
Mercado Libre
Company
Mercado Libre
Date
2023
Date
2023
Date
2023
Problem
What were we trying to solve?
What were we trying to solve?
Suppliers (B2B) selling food through our delivery app needed to operate multiple stores, but our portal only supported one store per account.
Suppliers (B2B) selling food through our delivery app needed to operate multiple stores, but our portal only supported one store per account.
To work around this, many created separate accounts for each location—causing inefficiencies and operational headaches
To work around this, many created separate accounts for each location—causing inefficiencies and operational headaches
35% of suppliers had more than one store
35% of suppliers had more than one store
These suppliers were our biggest sellers and generated 66% of total sales
These suppliers were our biggest sellers and generated 66% of total sales
‘I have 5 stores and I want to sell from all of them using the same account’
‘I have 5 stores and I want to sell from all of them using the same account’
🎯 The goal was to enable suppliers to manage multiple stores from a single account, reducing operational friction and improving efficiency.
🎯 The goal was to enable suppliers to manage multiple stores from a single account, reducing operational friction and improving efficiency.
Account 1: Belgrano store
Account 2: Recoleta store
Solution
Mapping the impact and aligning teams to enable multi-store
Mapping the impact and aligning teams to enable multi-store
From a design perspective, the solution itself—supporting multiple stores per account—was simple.
The real challenge was identifying all the impacted areas of the portal and proposing changes that were feasible across teams.
I mapped five key sections for the initial release and aligned five engineering teams to roll them out simultaneously. We also outlined six additional sections for future iterations to complete the multi-store experience.
From a design perspective, the solution itself—supporting multiple stores per account—was simple.
The real challenge was identifying all the impacted areas of the portal and proposing changes that were feasible across teams.
I mapped five key sections for the initial release and aligned five engineering teams to roll them out simultaneously. We also outlined six additional sections for future iterations to complete the multi-store experience.
+25%
Increase in stores
+20%
Increase in sales
One account for all the stores
The process
How did we do it?
How did we do it?
01
02
03
04
Step 1
Step 1
Step 1
Understand the problem
Understand the problem
Understand the problem
Step 2
Map out and define scope
Map out and define scope
Step 2
Map out and define scope
Step 3
Step 3
Ideate and define a solution
Ideate and define a solution
Step 3
Ideate and define a solution
Step 4
Step 4
Align and launch
Align and launch
Step 4
Align and launch
Step 1
Step 1
Understand the problem
Understand the problem
I regularly visited restaurants selling through our food delivery app to uncover opportunities for improvement. A recurring pain point quickly emerged: suppliers needed to add more stores but couldn’t, because the portal only supported one store per account.
I regularly visited restaurants selling through our food delivery app to uncover opportunities for improvement. A recurring pain point quickly emerged: suppliers needed to add more stores but couldn’t, because the portal only supported one store per account.
I regularly visited restaurants selling through our food delivery app to uncover opportunities for improvement. A recurring pain point quickly emerged: suppliers needed to add more stores but couldn’t, because the portal only supported one store per account.
The portal only allowed one store per account
The portal only allowed one store per account
The portal only allowed one store per account
The suppliers were creating new accounts to solve this
The suppliers were creating new accounts to solve this
The suppliers were creating new accounts to solve this
This caused significant problems
This caused significant problems
This caused significant problems
Wasting time creating new accounts
Wasting time creating new accounts
Wasting time creating new accounts
Re-uploading the same items for each account
Re-uploading the same items for each account
Re-uploading the same items for each account
Repeating price increases across accounts (which is common in Argentina due to high inflation)
Repeating price increases across accounts (which is common in Argentina due to high inflation)
Repeating price increases across accounts (which is common in Argentina due to high inflation)
Issues with finance reporting when centralising income data
Issues with finance reporting when centralising income data
Issues with finance reporting when centralising income data
Some suppliers had up to 10 stores, which became a nightmare to manage.
Some suppliers had up to 10 stores, which became a nightmare to manage.
Some suppliers had up to 10 stores, which became a nightmare to manage.
!
Interviews
Interviews
To better understand how restaurants with multiple stores operated, I conducted interviews with several of our suppliers. I focused on uncovering how their teams were structured and how responsibilities were divided across locations.
To better understand how restaurants with multiple stores operated, I conducted interviews with several of our suppliers. I focused on uncovering how their teams were structured and how responsibilities were divided across locations.
To better understand how restaurants with multiple stores operated, I conducted interviews with several of our suppliers. I focused on uncovering how their teams were structured and how responsibilities were divided across locations.
I identified two types of users in a multi-store business
I identified two types of users in a multi-store business
During research, I interviewed a range of restaurant partners—from small family-owned businesses with two locations to large chains like McDonald’s with 30 stores in Buenos Aires.
Despite their differences, one key pattern emerged: multi-store restaurants typically have two distinct user types with different needs.
During research, I interviewed a range of restaurant partners—from small family-owned businesses with two locations to large chains like McDonald’s with 30 stores in Buenos Aires.
Despite their differences, one key pattern emerged: multi-store restaurants typically have two distinct user types with different needs.
During research, I interviewed a range of restaurant partners—from small family-owned businesses with two locations to large chains like McDonald’s with 30 stores in Buenos Aires.
Despite their differences, one key pattern emerged: multi-store restaurants typically have two distinct user types with different needs.
👤 Brand manager
👤 Brand manager
This role oversees the entire restaurant operation across all locations.
This role oversees the entire restaurant operation across all locations.
Brand Managers are responsible for centralised tasks such as creating and updating menus, setting prices (which may be uniform across stores), managing promotional campaigns, and handling financial reporting.
Brand Managers are responsible for centralised tasks such as creating and updating menus, setting prices (which may be uniform across stores), managing promotional campaigns, and handling financial reporting.
They need visibility across all stores and tools to apply bulk actions efficiently.
They need visibility across all stores and tools to apply bulk actions efficiently.
👤 Store manager
👤 Store manager
Focused on managing a single store.
Focused on managing a single store.
Store Managers are responsible for local operations. Their tasks include managing daily stock, adjusting the delivery radius, tracking and fulfilling delivery orders, updating store hours, and closing the register.
Store Managers are responsible for local operations. Their tasks include managing daily stock, adjusting the delivery radius, tracking and fulfilling delivery orders, updating store hours, and closing the register.
They only need access to their specific store and work independently from other locations.
They only need access to their specific store and work independently from other locations.
Competitors’ analysis
Competitors’ analysis
Suppliers also shared insights into how they managed multiple stores on competitor platforms. They told us what they liked and disliked, which gave us valuable context for understanding their mental models.
Suppliers also shared insights into how they managed multiple stores on competitor platforms. They told us what they liked and disliked, which gave us valuable context for understanding their mental models.
Suppliers also shared insights into how they managed multiple stores on competitor platforms. They told us what they liked and disliked, which gave us valuable context for understanding their mental models.
Step 2
Step 2
Map out and define scope
Map out and define scope
Mapping the scope across 11 sections
Mapping the scope across 11 sections
I mapped out 11 sections of the portal that would be impacted by enabling multi-store functionality.
I facilitated a workshop with product and engineering managers to align on responsibilities and brainstorm what changes were needed in each area. We also noted dependencies across teams, which helped us estimate complexity and timelines more accurately.
I mapped out 11 sections of the portal that would be impacted by enabling multi-store functionality.
I facilitated a workshop with product and engineering managers to align on responsibilities and brainstorm what changes were needed in each area. We also noted dependencies across teams, which helped us estimate complexity and timelines more accurately.
I mapped out 11 sections of the portal that would be impacted by enabling multi-store functionality.
I facilitated a workshop with product and engineering managers to align on responsibilities and brainstorm what changes were needed in each area. We also noted dependencies across teams, which helped us estimate complexity and timelines more accurately.
We had to make a lot of changes across the platform to adapt it for multi-store
We had to make a lot of changes across the platform to adapt it for multi-store
Prioritising scope
Prioritising scope
In the same workshop, we evaluated all 11 sections and applied a Now / Next / Later prioritisation framework. We discussed what alternatives we could offer users in the short term and what risks came with postponing certain updates.
As a result, we descoped to five critical sections for the MVP—those essential for suppliers to start operating multiple stores from a single account.
In the same workshop, we evaluated all 11 sections and applied a Now / Next / Later prioritisation framework. We discussed what alternatives we could offer users in the short term and what risks came with postponing certain updates.
As a result, we descoped to five critical sections for the MVP—those essential for suppliers to start operating multiple stores from a single account.
In the same workshop, we evaluated all 11 sections and applied a Now / Next / Later prioritisation framework. We discussed what alternatives we could offer users in the short term and what risks came with postponing certain updates.
As a result, we descoped to five critical sections for the MVP—those essential for suppliers to start operating multiple stores from a single account.
For the MVP, we decided to make the changes in only 5 sections out of those 11
For the MVP, we decided to make the changes in only 5 sections out of those 11
Step 3
Step 3
Ideate and define a solution
Ideate and define a solution
We implemented updates in the five selected sections for the MVP. Below is a summary of the changes made, organised by section.
From a design perspective, the changes weren’t particularly complex. The real challenge was aligning all the teams, navigating technical constraints, and ensuring the solutions were feasible across different parts of the platform. Most of the effort went into collaboration, understanding dependencies, and coordinating implementation across multiple teams.
We implemented updates in the five selected sections for the MVP. Below is a summary of the changes made, organised by section.
From a design perspective, the changes weren’t particularly complex. The real challenge was aligning all the teams, navigating technical constraints, and ensuring the solutions were feasible across different parts of the platform. Most of the effort went into collaboration, understanding dependencies, and coordinating implementation across multiple teams.
1/5 Shipping settings
1/5 Shipping settings
What is this section for?
What is this section for?
Set the delivery area
Set the delivery area
Set delivery time
Set delivery time
Set minimum order amount
Set minimum order amount
Set whether delivery is free
Set whether delivery is free
What do multi-store users need in this section?
What do multi-store users need in this section?
Be able to change all the details differently per store.
Be able to change all the details differently per store.
What did we change?
What did we change?
We decided that the delivery coverage area was going to be the only store-specific setting.
As part of the MVP, the rest of the settings were shared across all stores under the same account.
Before:
After:
They can now select the coverage area per store
Some settings are still the same for all the stores as an MVP
2/5 Menu manager
2/5 Menu manager
What is this section for?
What is this section for?
Add items to sell
Add items to sell
Edit items
Edit items
Manage stock
Manage stock
What do multi-store users need in this section?
What do multi-store users need in this section?
Multi-store restaurants fall into two categories:
Single-menu restaurants: Use the same menu and pricing across all stores, with stock as the only variable.
Multiple-menu restaurants: Customise menus per store, with differences in items, pricing, and stock levels.
Multi-store restaurants fall into two categories:
Single-menu restaurants: Use the same menu and pricing across all stores, with stock as the only variable.
Multiple-menu restaurants: Customise menus per store, with differences in items, pricing, and stock levels.
What did we change?
What did we change?
For the MVP, we added a store selector inside each item's detail page. This allowed brand managers to assign or duplicate items across specific stores.
This solution supported flexibility for multiple-menu restaurants but made things slightly more manual for single-menu ones, as updates had to be repeated store by store.
Still, it was the best trade-off between flexibility, effort, and technical constraints at the time.
For the MVP, we added a store selector inside each item's detail page. This allowed brand managers to assign or duplicate items across specific stores.
This solution supported flexibility for multiple-menu restaurants but made things slightly more manual for single-menu ones, as updates had to be repeated store by store.
Still, it was the best trade-off between flexibility, effort, and technical constraints at the time.
Before:
After:
We added a store selector
Added a tag on each row to specify which store it belongs to
3/5 Menu categories
3/5 Menu categories
What is this section for?
What is this section for?
Add categories for menu items
Add categories for menu items
Edit existing categories
Edit existing categories
What do multi-store users need in this section?
What do multi-store users need in this section?
Multi-store restaurants had two different needs for menu categories—some required uniform categories across all stores, while others needed flexibility to create different categories per location.
What did we change?
What did we change?
We introduced a store filter to allow category customisation by location.
Although this added operational complexity for single-menu restaurants (because they had to redo the change for each store), it enabled us to deliver the most flexible solution quickly and efficiently.
Before:
After:
We added a store selector
4/5 Order manager
4/5 Order manager
What is this section for?
What is this section for?
Track incoming orders
Track incoming orders
Manage order preparation times
Manage order preparation times
Determine delivery details (location, time, etc.)
Determine delivery details (location, time, etc.)
Confirm order preparation
Confirm order preparation
Confirm order dispatch
Confirm order dispatch
Cancel orders when necessary
Cancel orders when necessary
What do multi-store users need in this section?
What do multi-store users need in this section?
Multi-store restaurants needed role-specific access to orders: store managers required a focused view of their own store’s orders, while brand managers needed visibility across all stores.
What did we change?
What did we change?
We introduced store-specific order views—store managers can only manage their own location’s orders, and brand managers can select and monitor orders from any store they oversee.
Before:
After:
We added a store selector
5/5 Backoffice
5/5 Backoffice
The backoffice section was used by the commercial team to manage accounts and settings on their behalf.
The backoffice section was used by the commercial team to manage accounts and settings on their behalf.
What is this section for?
What is this section for?
Add, remove, and edit accounts
Add, remove, and edit accounts
Add, remove, and edit stores
Add, remove, and edit stores
Add and edit menus
Add and edit menus
Modify shipping settings
Modify shipping settings
What do the commercial team need in this section?
What do the commercial team need in this section?
Commercial users needed the flexibility to manage some settings at the individual store level, while others remained consistent across all stores.
What did we change?
What did we change?
We redesigned the information architecture and introduced a store selector interface, allowing commercial users to easily manage settings for specific locations. This made the platform more intuitive and efficient for multi-store management.
Before:
After:
Step 4
Step 4
Align and launch
Align and launch
Once all solutions were validated, I led a final presentation with 20+ stakeholders to align everyone on the full user experience. I simplified the technical explanation to make sure the entire group—regardless of role—could follow. After securing buy-in, the teams moved forward with development.
Once all solutions were validated, I led a final presentation with 20+ stakeholders to align everyone on the full user experience. I simplified the technical explanation to make sure the entire group—regardless of role—could follow. After securing buy-in, the teams moved forward with development.
The product was launched in Q1 2023. I left the company shortly after the launch, so I don't know the long-term impact, but within the first two months, we saw:
The product was launched in Q1 2023. I left the company shortly after the launch, so I don't know the long-term impact, but within the first two months, we saw:
+25%
Increase in stores
+20%
Increase in sales
Learnings
Learnings
🔎
User insight drives better decisions
🔎
User insight drives better decisions
Interviewing restaurants of all sizes helped uncover patterns in how multi-store operations work. Understanding their roles, workflows, and pain points shaped a solution that met real needs and scaled across different business types.
🤝
Cross-team collaboration Is key
🤝
Cross-team collaboration Is key
Early alignment with all impacted teams made it possible to move a complex, high-impact project forward efficiently. Investing time in mapping ownership and communicating clearly paid off during implementation.
📐
Clear scoping enables smart trade-offs
📐
Clear scoping enables smart trade-offs
Breaking the project into Now, Next, Later priorities helped us focus on what mattered most for the MVP, while creating a path for long-term scalability.
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