Cup or cone, one scoop or two, which flavours, and how many toppings come free — a parlour configures the sale while the scoop is being made, with a queue behind it. That same configuration is what comes off the tub, and what gives the melt at close a number.
A bill on Marine Drive runs between sixty and two hundred and fifty rupees, and the whole transaction is under a minute. Nothing goes to a pass. What the counter does in that minute is assemble a price out of a portion and its extras — so that is what the catalog has to hold.
A size is not a separate line on the flavour list. Cup, small cone, double and family pack are one required single-select group. The flavours are a second group the guest may take more than one from. The toppings are a third, with a free allowance sitting on the group. Each is built once and attached to every item that needs it, which is the arrangement a shop wants when thirty items share four topping lists.
The allowance is worth saying the way the code applies it. Two toppings free does not mean any two: the allowance zeroes the cheapest portions first — unit price ascending, then the order you sorted them in — so a guest who takes nuts and a wafer gets the wafer free and pays for the nuts. It is applied per menu line as well, so two sundaes on one bill each get their own two rather than sharing them.
All of it lives in Menu & Catalog.
A recipe line here does not have to hang off the item. It can be scoped to the variant or to the modifier — so the double deducts twice, and a spoon of nuts deducts its own gram weight, without either of them being a separate product.
Stock is held in millilitres and grams. Litres and kilograms are accepted as recipe units against a fixed factor, and a packet or a box takes a conversion you type once — a five-litre tub as 5000 ml, and after that nobody converts anything again. Every recipe line also carries its own wastage percent, folded into the quantity that is deducted and costed, so the trim you never actually serve sits in the number rather than in somebody’s head.
The cost of a portion is rebuilt from the weighted average you paid for the stock, which means it follows cream and milk this month rather than last April. The same recipes answer how many servings a branch can still make and name the ingredient that runs out first, and a house-made base used across several desserts can itself be an ingredient of the desserts above it.
Waste and expiry are separate movement types, not one bucket called shrinkage. Each is entered per item at one branch with a reason and a name against it, and valued at the weighted average cost of that item — so the tub that softened during Tuesday’s power cut and the tub that ran past the date printed on it are two lines with two different reasons. The waste report lists every one of them over a date range with the quantity in its base unit, the value, the reason and the staff member who entered it. For most parlours that report is the first time the melt has had a number at all.
On the way in, a receiving line carries an expiry date and a batch number, and a worker runs every six hours to page branch staff about items expiring within seven days as well as items at or under their reorder level. That is the dairy-shaped half of Procurement; the rest of the shelf sits in Inventory & Recipes.
There is no printed card on a table to reprint here. The flavour list exists in one place a guest can read it, and that place is a screen on the wall — a harder dependency than a restaurant has on its own boards.
Counter Left is the product’s own example. You pair a TV once by typing the six-character code it puts on itself, and from then on that slot at that branch runs a board built from the menu sections you already keep. Change a price or mark a flavour sold out and the wall follows without anyone going near the television. Sold-out items are badged or dropped, per board.
Two or three counters is the normal shape of this trade, and they do not sell the same things. Menu availability is per branch: tender coconut switched off at the Edappally counter keeps selling on Marine Drive, and an order for it at the counter that switched it off is refused at the till. The choice groups take branch overrides of their own — a whole group switched off at one counter, or a single topping switched off there or given a different price, without touching the group every other counter reads.
One thing to switch on deliberately rather than assume: an item can be auto-disabled at a branch when a required ingredient runs out, but that setting is off by default across the organisation and it watches required base ingredients only. A topping running out does not pull the sundae off the board. You can instead give an item a hard count at one branch, and that count sits separately from your own on-off switch, so neither overwrites the other. See Digital Menu Boards and Multi-Branch Controls.
The kitchen is the freezer three feet away, so the ticket is not the interesting part of billing here. Amending a bill that is already on the record, in front of the person who changed their mind, is.
A supplement ticket, not the whole order over again.
Add an item to a bill that is already placed and the counter prints the supplement; pull one and it prints a void chit. One order record carries it either way, and that same record is what the counter, your own storefront and WhatsApp all write to, so the close does not have to be told which one it came from. Counter & Orders holds the record.
Small-ticket UPI, with no room for a card machine.
The UPI QR prints on the receipt itself for the guest to scan, which is the answer for a counter that has tubs where the terminal would go. The receipt can go to them on WhatsApp instead of paper, on a link that expires and can be revoked, with each branch deciding whether it sends by itself, waits for staff to confirm, or waits for the payment to clear first. That is Payments & Wallet.
Cash-heavy, and nothing about it is specific to desserts.
The drawer opens on last night’s count, a denomination breakdown has to total the cash you typed before it will save, and the variance stays blank until something is actually counted. One line is all this trade needs from Daily Close.
Repeat frequency is the whole business of a parlour, and almost none of it is identified. Two mechanisms are built for exactly that gap.
A walk-in with no account who earns points on a bill gets one message telling them there are points waiting and how to register — not a generic points SMS sent to a placeholder address. It is one message, and the counter can switch it off on the order for a guest who does not want it.
Daily deals run per branch, on the weekdays and the stretch of hours you set, which is how an evening trade is actually shaped. Buy-X-get-item covers the family pack promotion; an add-on offered at a fixed price while the qualifying item is already in the cart covers the brownie that goes under a scoop — six to eight on a Tuesday, at the mall counter only. Both sit in Rewards & Deals.
For deciding which seasonal flavours come back next April, the menu engineering tab splits items on median volume and median margin, which is an answer rather than an opinion. Customer segments read recency and frequency, which suits a shop whose guests come weekly. Both are tabs in Business Intelligence.
The forecast reads ninety days of trading and sets each of the next seven days from the same weekday behind it. That is a fair model for a steady kitchen and a poor one for a business whose season turns, because it does not know mango season ended last week. It is in the product, and it is not the instrument for planning a parlour’s year. We would rather write that here than have you find it in April.
This is the one reason a dairy counter needs the routines module, and it is reason enough on its own.
Routines open at the times they are set for, and a check is answered with a number and a photograph by the person on shift at that branch. A reading outside its limits raises a corrective action against the version of the SOP that was in force when it was taken. So the freezer log is a record with a threshold on it, rather than a notebook by the till that nobody reads until something has already gone. Attendance & Routines is where it is written, and Multi-Branch Controls is what publishes the same checklist to a second counter.
One of those two can be booked on a website and the other cannot, and the product is exact about which — exact enough that the limits are worth printing rather than summarising.
Express Pickup is printed as a QR for the counter and switched on per branch, as is guest checkout, so a walk-in orders and pays on their own phone and the ticket holds until the payment clears. Booking a time is where the rules bite.
Which is to say the cake somebody wants next Saturday is taken by your staff on the phone, not by the guest on the site. When an order is marked ready the guest is told by WhatsApp, SMS, email and push, against the order number — a message to a person, not a now-serving screen. The boards on the wall show the flavour list; they do not show order status. Online Ordering & QR is the storefront half of this.
A pint or a family pack can also be handed to the RestoMama rider network off the same order record, which is an addition to a counter business rather than the shape of one. Delivery Management is the module that does it.
The dessert-software page you read after this one will promise at least three of these. Printing the list is cheaper for both of us than a demo that discovers it.
The rest of that list — what we connect to, and what we do not — is on the integrations page.
Everything above happens inside these, on one catalog and one stock ledger per branch — so a topping you price once is the topping the board, the till and the recipe all read.
Categories, sections, choice groups and imports — one catalog every channel reads.
A recipe behind each dish, stock off the shelf as it is billed, margin on every plate.
Purchase orders, supplier receiving and stock counts that reconcile to the shelf.
TV boards built from your menu, and a screen list that says which TVs are actually on.
Around them sit Counter & Orders, Payments & Wallet, Rewards & Deals, Online Ordering & QR, Attendance & Routines, Multi-Branch Controls, Business Intelligence and Daily Close. Or read all twenty-seven modules.
Tell us about your restaurant and the workflows you want to launch first.
We will take one dinner rush the whole way — ring a bill, print the KOT, call the token, mark the payment, dispatch the order, pay the agent and read the day close. On your menu, with your zones, in about thirty minutes.