Nando's LTV and Wallet Share

1. Background and Context

In March 2018, CXG implemented a centralised ordering contact centre for Nando’s South Africa, designed to support over 300 Restaurants through a single, centrally managed customer ordering capability. The initiative was embedded within the Maharishi Institute, creating a continent-first “learn and earn” contact centre model that combined commercial outcomes with social impact.

The centralised ordering solution integrated e-commerce, app and contact-centre transaction channels, enabling customers to place orders through a single professional point of contact while restaurants were relieved of direct call handling responsibilities.

2. The Core Challenge

Nando’s faced multiple challenges that required a centralised approach:

• Fragmented order handling across all restaurants

• Inconsistent customer experiences driven by in-store call answering

• Distraction of restaurant teams from walk-in customers

• The need for a commercially sustainable model that aligned Nando’s and CXG

• The requirement to onboard all restaurants within a 4-month glide path, including training, technology enablement and operational stabilisation

• These challenges had to be resolved without compromising brand experience, operational performance and cost efficiency.
  
  

3. The Centralised Ordering Solution

CXG designed and operates a centralised sales and ordering contact centre that:

• Manages all inbound ordering calls for Nando’s CASA restaurants

• Supports e-commerce, app and voice ordering channels

• Operates 365 Days a Year

• Uses a hybrid workforce model comprising students and permanent employees

• Is fully integrated with Nando’s technology ecosystems

All restaurant telephone numbers were ported to a centrally managed SIP-based service, ensuring calls route directly to the contact centre and are actively monitored by IT specialists.

4. Measurable Business Impact

The centralised ordering model delivered clear, evidenced outcomes:

• 98% forecast accuracy in managing unpredictable call demand with a student demand based resource component added

• 90%+ of calls answered within 20 seconds

• 98% answer ratio

• 75% order conversion rate (orders placed vs calls)

• Average basket value of R320 or $15

• 25% improvement in throughput and 30% uplift in upsell performance

Quality assurance scores averaged 92%, measured independently across customer experience, business risk and upsell effectiveness.

5. Financial Performance

Initial investment: £13,350 per month during a 6-month glide path

• CASA service charge model: £50–£800 per restaurant per month

• Centralised ordering cost represents <4% of contact-centre-generated sales

• Significantly lower than in-house alternatives (~6% of sales)

• Improved order tracking, customer insight, wallet share and lifetime value understanding

Restaurants benefitted from reduced operational burden, allowing managers to focus on in-restaurant experiences rather than phone-based order handling.