Three branches: terminals at the bar, ТАЧ! on the floor — and one cabinet for all

I am an operations partner for a chain of three restaurants in one city: two flagships and one compact site in a food mall. Formats differ, but the pain is the same — queues at the counter while the guest waits for a terminal, and shift imbalance: on Friday there are not enough boxes on the floor, on weekdays they sit idle. Buying a fourth and fifth physical terminal “for growth” was not appealing.

How we set up the hybrid

We did not throw out bank terminals: at the bar and central till we kept familiar devices — where the guest walks up to the counter and where accounting is used to the classic flow. But on the floor and at the pickup line the main shift tool is a smartphone with ТАЧ!: the waiter closes the table, presents payment, the guest pays by QR / link / tap — as the bank allows.

One account for three branches

For me it was critical to see money in one account: turnover by site, statuses, who among staff took the payment. Not three Excels and not three different reporting “chunks”. The structure with venues and devices in ТАЧ! mapped onto our three legal entities and three sites without complicating life for waiters — each has their own app sign-in.

r_keeper stayed ours

Cash logic still lives in r_keeper: the check is born there, amount and service type align with familiar roles. ТАЧ! for us is the “how the guest paid” layer, not a replacement for the accounting system. How staff accept payment on the phone — in the guide how to use the ТАЧ! terminal.

What changed for guests and revenue

• Less waiting “until a terminal frees up” at the counter — part of the flow moved to table-side payment.
• Faster shifts without idle hardware: a new person = a new phone in the contour, not a POS order.
• Finance gets one summary; disputed ops can be unpacked via status history in the cabinet.

Economics

We separately modelled acquiring under the partner linkage — the logic is close to what is already covered in the coffee shop at ₽15M case: what matters is not only the rate, but also the fee composition (including tax on the fee). At the scale of three sites the gap between “before” and “after” over a year is already measured in millions — without marketing fluff, that is turnover arithmetic.

Outcome for us: classic where the process needs it; ТАЧ! where floor speed matters. If your case is similar — ask for a demo and a calculation for your bank: onboarding.

Questions for chains: support@nfc-touch.ru, partners@nfc-touch.ru.