Elements of Queuing Systems

Figure 1 shows the elements of a single queue queuing system:

Population of Customers can be considered either limited (closed systems) or

unlimited (open systems). Unlimited population represents a theoretical model of
systems with a large number of possible customers (a bank on a busy street, a
motorway petrol station). Example of a limited population may be a number of
processes to be run (served) by a computer or a certain number of machines to be
repaired by a service man. It is necessary to take the term "customer" very generally.
Customers may be people, machines of various nature, computer processes, telephone
calls, etc.

Arrival defines the way customers enter the system. Mostly the arrivals are random
with random intervals between two adjacent arrivals. Typically the arrival is described
by a random distribution of intervals also called Arrival Pattern.

Queue represents a certain number of customers waiting for service (of course the
queue may be empty). Typically the customer being served is considered not to be in
the queue. Sometimes the customers form a queue literally (people waiting in a line
for a bank teller). Sometimes the queue is an abstraction (planes waiting for a runway
to land). There are two important properties of a queue: Maximum Size and Queuing
Discipline.

Maximum Queue Size (also called System capacity) is the maximum number of

customers that may wait in the queue (plus the one(s) being served). Queue is always
limited, but some theoretical models assume an unlimited queue length. If the queue
length is limited, some customers are forced to renounce without being served.
Queuing Discipline represents the way the queue is organised (rules of inserting and
removing customers to/from the queue). There are these ways:

1) FIFO (First In First Out) also called FCFS (First Come First Serve) - orderly queue.

2) LIFO (Last In First Out) also called LCFS (Last Come First Serve) - stack.

3) SIRO (Serve In Random Order).

4) Priority Queue, that may be viewed as a number of queues for various priorities.

5) Many other more complex queuing methods that typically change the customer’s
position in the queue according to the time spent already in the queue, expected
service duration, and/or priority. These methods are typical for computer multi-access
systems.

Most quantitative parameters (like average queue length, average time spent in the
system) do not depend on the queuing discipline. That’s why most models either do
not take the queuing discipline into account at all or assume the normal FIFO queue.
In fact the only parameter that depends on the queuing discipline is the variance (or
standard deviation) of the waiting time. There is this important rule (that may be used
for example to verify results of a simulation experiment):

The two extreme values of the waiting time variance are for the FIFO queue
(minimum) and the LIFO queue (maximum).

Theoretical models (without priorities) assume only one queue. This is not considered
as a limiting factor because practical systems with more queues (bank with several
tellers with separate queues) may be viewed as a system with one queue, because the
customers always select the shortest queue. Of course, it is assumed that the
customers leave after being served. Systems with more queues (and more servers)
where the customers may be served more times are called Queuing Networks.

Service represents some activity that takes time and that the customers are waiting
for. Again take it very generally. It may be a real service carried on persons or
machines, but it may be a CPU time slice, connection created for a telephone call,
being shot down for an enemy plane, etc. Typically a service takes random time.
Theoretical models are based on random distribution of service duration also
called Service Pattern. Another important parameter is the number of servers.
Systems with one server only are called Single Channel Systems, systems with more
servers are called Multi Channel Systems.
Output represents the way customers leave the system. Output is mostly ignored by
theoretical models, but sometimes the customers leaving the server enter the queue
again ("round robin" time-sharing systems).

Queuing Theory is a collection of mathematical models of various queuing systems

that take as inputs parameters of the above elements and that provide quantitative
parameters describing the system performance.

Because of random nature of the processes involved the queuing theory is rather
demanding and all models are based on very strong assumptions (not always satisfied
in practice). Many systems (especially queuing networks) are not soluble at all, so the
only technique that may be applied is simulation.

Nevertheless queuing systems are practically very important because of the typical
trade-off between the various costs of providing service and the costs associated with
waiting for the service (or leaving the system without being served). High quality fast
service is expensive, but costs caused by customers waiting in the queue are
minimum. On the other hand long queues may cost a lot because customers (machines
e.g.) do not work while waiting in the queue or customers leave because of long
queues. So a typical problem is to find an optimum system configuration (e.g. the
optimum number of servers). The solution may be found by applying queuing theory
or by simulation.

Kendall Classification of Queuing Systems

The Kendall classification of queuing systems (1953) exists in several modifications.
The most comprehensive classification uses 6 symbols:

A/B/s/q/c/p

where:

A  is the arrival pattern (distribution of intervals between arrivals).

B is the service pattern (distribution of service duration).

s is the number of servers.

q is the queuing discipline (FIFO, LIFO, ...). Omitted for FIFO or if not specified.
c is the system capacity. Omitted for unlimited queues.

p is the population size (number of possible customers). Omitted for open systems.

        These symbols are used for arrival and service patterns:

M  is the Poisson (Markovian) process with exponential distribution of intervals or

service duration respectively.

Em   is the Erlang distribution of intervals or service duration.

D  is the symbol for deterministic (known) arrivals and constant service duration.

G  is a general (any) distribution.

GI  is a general (any) distribution with independent random values.

       Examples:

D/M/1 = Deterministic (known) input, one exponential server, one unlimited FIFO or
unspecified queue, unlimited customer population.

M/G/3/20 = Poisson input, three servers with any distribution, maximum number of
customers 20, unlimited customer population.

D/M/1/LIFO/10/50 = Deterministic arrivals, one exponential server, queue is a stack

of the maximum size 9, total number of customers 50.
What is the Queuing Theory?

The Queuing Theory is concerned with studying all the various dynamics of lines – or “queues” – and
how they may be made to operate more efficiently. It is essentially the study of “waiting in line,”
including how people behave when they have to queue up to make a purchase or receive a service, what
types of queue organization move people through a line most efficiently, and how many people can a
specific queuing arrangement process through the line within a given time frame.

Queuing Theory

Queuing theory is also applied to moving objects or information through a “line.” For example, an auto
manufacturer may look to queuing theory for guidance on the most efficient way to set up its assembly
lines. A transport company, such as FedEx or UPS, can use queuing theory to determine the most
operationally efficient manner of transferring packages from one transport vehicle to another.

In the world of business, queuing theory can help a company’s executives determine the best way to set
up and organize business operations so as to maximize both sales and customer service satisfaction.

Financial analysts may construct models based on queuing theory to make projections about how
changing an operational variable may improve queuing efficiency and, as a result, bottom-line
profitability. The use of queuing theory has become so popular that there are now online queuing
calculators available that can do a basic analysis of a given queuing setup.

Summary

Queuing theory is concerned with studying all the various dynamics of lines – or “queues” – and how
they may be made to operate more efficiently.

Using queuing theory can be an important tool for a business in doing cost analysis.

Each aspect of queuing – e.g., how the line is set up and how it moves, and the manner for providing
service – involves consideration of multiple factors.

The Basics of Queuing Theory

Queuing theory is essentially a vehicle for cost analysis. It would be prohibitively expensive, or indicative
of not having very many customers, for most businesses to operate in a manner so that none of their
customers or clients ever had to wait in line. As a simplistic example, for a movie theater to eliminate
the circumstance of people having to wait in line to purchase a movie ticket, it would likely need to set
up fifty to a hundred ticket booths. However, the theater obviously could not afford to pay a hundred
ticket sellers.
Therefore, businesses use information gleaned from queuing theory in order to set up their operational
functions so as to strike a balance between the cost of servicing customers and the inconvenience to
customers caused by having to wait in line.

The basics of queuing include the people waiting in line and the performance of the service that they’re
waiting to receive. In studies on queuing, it is usually broken down into four categories, as follows:

Arrival – The process by which customers arrive at the line/queue

The Queue – The nature or operation of the queue itself (How does the line move along?)

Service – The process of providing the service that a customer is waiting on (for example, being seated
and then being served in a restaurant – note that the restaurant has to consider the dynamics of two
separate queues, the queue of people waiting to be seated, and then the queue of people already
seated who are waiting to be served. The latter might be further broken down into the two queues of
waiting to have your order taken and waiting for your food to arrive at your table).

Leaving – The process of departing from the queue location (for example, businesses that offer a drive-
through service have to consider how people leaving the drive-through may impact people entering the
business’ parking lot)

Factors of Queuing – Arrival

Queuing models analyze the operational aspects and variables involved in each of the four categories of
queuing outlined above. Following are some of the variables that can affect the functioning and
operational efficiency of each part of a queue, and that, therefore, should be considered by the business
where a queue forms.

Factors to consider in relation to the arrival of people at the queuing location include such things as the
number of people, on average, who arrive within a given time frame, such as one hour. A related factor
is that of substantial fluctuations in the amount of traffic/arrivals that occurs at different times of the
day and/or on different days of the week or month.

Grocery stores know, for example, that in order to avoid queues getting backed up, they need to have
more employees working during rush hour on a Friday than, say, on Wednesday mornings between 10
a.m. and noon.

Factors of Queuing – The Queue

How does the line move along? For example, does it work better for a bank to have just one line of
customers waiting for the next available teller or cashier, or to have separate lines for each teller?
Characteristics of human behavior become an important part of queuing theory when posing such a
question. While one line of customers being fed to four different teller stations versus four separate
lines at each teller station may not have a significant effect on how quickly or efficiently customers are
served, it may well have an impact on customer satisfaction.

Although ultimately, the wait time to be served may be roughly the same regardless of the line
arrangement, customers may feel, or perceive, that they are being served more quickly if they only have
to wait in line behind two or three people (each teller station has its own queue) as opposed to having
to stand in line behind 10 or 12 people (one line of customers being fed to all four teller stations).

There are also basic practicalities to consider: If the business office is relatively small, will using just a
single line result in a line so long that it extends back out the door? Many people seeing a situation like
that may well be discouraged from doing business there. They may instead choose to go to a competitor
that appears to offer less wait time.

Note the part about “appears” to offer less wait time. Doing business with the competitor may, in fact,
involve approximately the same amount of time waiting in line. The only difference may be that the
competitor chose to go with separate lines for each service station rather than one single line for all the
stations, thus avoiding having a line that extends back out the door. Here, you can see that there are
aesthetics of queues to be considered in addition to any operational efficiency factors.

Factors of Queuing – Service

There are also variables that exist in relation to the actual provision of service. A common example is the
“express lane” in grocery stores, reserved for customers who are only purchasing a small number of
items. (Typically, express lanes are designated for customers with “12 items or less” or “20 items or
less”). The reason such express lanes exist is that grocery stores using queuing theory have found that
customer satisfaction is improved by enabling customers who are only buying a few things to check out
more quickly, as opposed to having to wait in line behind other customers with full carts of groceries.

Other factors that impact actually providing service include how long, on average, it takes to provide
service to each customer or client, the number of servers required for maximum operational and cost
efficiency, and the rules governing the order in which customers are served. While most queues operate
on a “first-come, first-served” basis, it is not appropriate for some businesses.
A classic example is the waiting area at a hospital emergency room. Rather than using a “first arrival”
basis for service orders, patients are served based on the severity of their illness or injury. It necessitates
adding a service step known as “triage,” whereby a nurse evaluates each patient in terms of the severity
of their emergency to decide where in the line of receiving service that patient is placed.

Factors of Queuing – Leaving

The elements associated with customers departing a queue location are commonly basic logistical
matters. The example was related above of how businesses with drive-through operations have to take
into account how people leaving the drive-through may affect incoming traffic to the location.

Another example of a departure-related factor is a restaurant determining whether to have servers

present bills and collect payment at a customer’s table or to have customers pay their bill to a cashier on
their way out.
How Queuing Theory Works

Queues can occur whenever resources are limited. Some queuing is tolerable in any business since a
total absence of a queue would suggest a costly overcapacity.

Queuing theory aims to design balanced systems that serve customers quickly and efficiently but do not
cost too much to be sustainable.

At its most basic level, queuing theory involves an analysis of arrivals at a facility, such as a bank or a
fast-food restaurant, and an analysis of the processes currently in place to serve them. The end result is
a set of conclusions that aim to identify any flaws in the system and suggest how they can be
ameliorated.

The origin of queuing theory can be traced to the early 1900s in a study of the Copenhagen telephone
exchange by Agner Krarup Erlang, a Danish engineer, statistician, and mathematician. His work led to
the Erlang theory of efficient networks and the field of telephone network analysis.

To this day, the fundamental unit of telecommunications traffic in voice systems is called an "erlang."

The Parameters of a Queue

In queuing theory, the process being studied is broken down into six distinct parameters. These include
the arrival process, the service and departure process, the number of servers, the queuing discipline
(such as first-in, first-out), the queue capacity, and the size of the client population.

Queues are not necessarily a negative aspect of a business, as their absence suggests overcapacity.

Benefits of Queuing Theory

Queuing theory as an operations management technique is commonly used to determine and

streamline staffing needs, scheduling, and inventory in order to improve overall customer service. It is
often used by Six Sigma practitioners to improve processes.

The Psychology of Queuing

The psychology of queuing is related to queuing theory. This is the component of queuing that deals
with the natural irritation felt by many people who are forced to queue for service, whether they're
waiting to check out at the supermarket or waiting for a website to load.

A call-back option while waiting to speak to a customer representative by phone is one example of a
solution to customer impatience. A more old-fashioned example is the system used by many delis, which
issue customer service numbers to allow people to track their progress to the front of the queue.

Supositorio offers free online queuing theory calculators with a choice of queuing models.

Example of Queuing Theory

A paper by Stanford Graduate School of Business Professor Lawrence Wein et al. used queuing theory to
analyze a variety of possible emergency responses to an airborne bioterrorism attack in a public place.
The model pointed to specific actions that could be taken to reduce the wait time for emergency care,
thus decreasing the potential number of deaths.

Queuing theory is useful, if not quite so urgent, in guiding the logistics of many businesses. The
operations department for a delivery company, for example, is likely to use queuing theory to help it
smooth out the kinks in its systems for moving packages from a warehouse to a customer. In this case,
the "line" being studied is comprised of boxes of goods waiting to be delivered to customers.

By applying queuing theory, a business can develop more efficient systems, processes, pricing
mechanisms, staffing solutions, and arrival management strategies to reduce customer wait times and
increase the number of customers that can be served.

Here are the answers to some commonly asked questions about queuing theory.

How Do You Use Queuing Theory?

Queuing theory is used to identify and correct points of congestion in a process. The queue may consist
of people, things, or information. In any case, they are being forced to wait for service. That is
inefficient, bad for business, and annoying (when the queue consists of people).

Queuing theory is used to analyze the existing process and map out alternatives with a better result.
Who Invented Queuing Theory?

Agner Krarup Erlang, a Danish mathematician, statistician, and engineer, is credited with creating not
only queuing theory but the entire field of telephone traffic engineering.

In the early 20th century, Erlang was head of a technical laboratory at the Copenhagen Telephone Co.
His extensive studies of wait time in automated telephone services and his proposals for more efficient
networks were widely adopted by telephone companies.

What Are the Basic Elements of Queuing Theory?

A study of a line using queuing theory would break it down into six elements: the arrival process, the
service and departure process, the number of servers available, the queuing discipline (such as first-in,
first-out), the queue capacity, and the numbers being served. Creating a model of the entire process
from start to finish allows the cause or causes of congestion to be identified and addressed.

What Does It Mean to Be Queued?

Americans stand in line for service (except for New Yorkers, who stand "on line"). British people queue.
The word queue comes from an old French noun for an animal's tail.

The computer age has introduced a new usage. An email provider may indicate that your message has
been "queued." This means that there is a delay in delivering it but it will be sent ASAP.
ifferent models in queuing theory are classified by using special
(or standard) notations described initially by D.G.Kendall in
1953 in the form (a/b/c). Later A.M.Lee in 1966 added the
symbols d and c to the Kendall notation. Now in the literature of
queuing theory the standard format used to describe the main
characteristics of parallel queues is as follows:
                   {(a/b/c) : (d/c)}
Where
a = arrivals distribution
b = service time (or departures) distribution
c = number of service channels (servers)
d = max. number of customers allowed in the system (in queue
plus in service)
e = queue (or service) discipline.
 
Certain descriptive notations are used for the arrival and service
time distribution (i.e. to replace notation a and b) as following:
M = exponential (or markovian) inter-arrival times or service-
time distribution (or    equivalently poisson or markovian arrivel
or departure distribution)
D = constant or deterministic inter-arrival-time or service-time.
G = service time (departures) distribution of general type, i.e. no
assumption is made about the type of distribution.
GI = Inter-arrival time (arrivals) having a general probability
distribution such as as normal, uniform or any empirical
distribution.
Ek = Erlang-k distribution of inter-arrival or service time
distribution with parameter k (i.e. if k= 1, Erlang is equivalent to
exponential and if k = , Erlang is equivalent to deterministic).
 
For example, a queuing system in which the number of arrivals
is described by a Poisson probability distribution, the service
time is described by an exponential distribution, and there is a
single server, would be designed by M/M/I.
The Kendall notation now will be used to define the class to
which a queuing model belongs. The usefulness of a model for a
particular situation is limited by its assumptions.
 
Model 1 :{( M/M1): (/FCFS)} single server, unlimited queue
model
 
The derivation of this model is based on certain assumptions
about the queuing system:
1. Exponential distribution of inter-arrival times or
poisson distribution of arrival rate.
 2. Single waiting line with no restriction on length of
queue (i.e. infinite capacity) and no banking or

reneging.
3. Queue discipline is ‘first-come, first-serve

4. Single serve with exponential distribution of service

time
Performance characteristics

               
       Pw   = probability of server being busy (i.e. customer has to
wait) =  1-Ρo= λ / µ
1.Expected (or average) number of customer in the system
(customers in the line plus the customer being served)

 
 
2.Expected (or average) queue length or expected number of
customers waiting in the queue
3.Expected (or average) waiting time of a customer in the queue

4.Expected (or average) waiting time of a customer in the

system (waiting and service)

5.Expected (or average) waiting time in the queue for busy

system

6.Probability of k or more customers in the system

7.The variance (fluctuation) of queue length

 Var (n) = 
8.Expected non-empty queue length
9.Probability that waiting time is more than

 ---------------------------------------------------------------
SOLVED EXAMPLES
 
Example1   A television repairman finds that the time spent on
his jobs has an exponential distribution with mean of 30
minutes. If he repairs sets in the order in which they came in,
and if the arrival of sets follows a Poisson distribution
approximately with an average rate of 10 per 8-hour day, what is
the repairman’s expected idle time each day? How many jobs
are ahead of the average set just brought in?
 
Solution     From the data of the problem, we have
                   λ = 10/8 = 5/4 sets per hour;  and  µ= (1/30) 60 = 2
sets per hour
(a)  Expected idle time of repairman each day = Number of
hours for which the repairman remains busy in an 8-hour day
(traffic intensity) is given by
(8) (λ /µ ) = (8) (5/8) = 5 hours
Hence, the idle time for a repairman in an 8-hour day will be: (8
– 5) = 3 hours.
 
(b) Expected (or average) number of TV sets in the system

   (approx.) TV sets
Example2   On an average 96 patients per 24-hour day require
the service of an emergency clinic. Also on an average, a patient
requires 10 minutes of active attention. Assume that the facility
can handle only one emergency at a time. Suppose that it costs
the clinic Rs 100 per patient treated to obtain an average
servicing time of 10 minutes, and that each minutes of decrease
in this average time would cost Rs. 10 per patient treated. How
much would have to be budgeted by the clinic to decrease the
average size of the queue from one and one-third patients to half
patient.
 
Solution     From the data of the problem, we have
                  
                      and     patients per

minute; 
1.Average number of patients in the queue

2.Fraction of the time for which there no

patients, 
3.When the average queue size is decreased from 4/3 patient, the
new service rate is determined as:

  patients per minute.

Average rate of treatment required is:  = 7.5 minutes, i.e.  a

decrease in the average rate of treatment is 2.5(= 10 – 7.5)
minutes.
 
Budget per patient = Rs (100 + 2.5 x 10) = Rs 125 per patient.
 
Example 3  Customers arrive at a one-window drive according
to a Poisson distribution with mean of 10 minutes and service
time per customer is exponential with mean of 6 minutes. The
space in front of the window can accommodate only three
vehicles including the serviced one. Other vehicles have to wait
outside this space. Calculate:
 
(a)  Probability that an arriving customer can drive directly to
the space in front of the window.
(b) Probability that an arriving customer will have to wait
outside the directed space.
(c)  How long an arriving customer is expected to wait before
getting the service?
 
Solution     From the data of the Problem, we have λ=6
customers per hour; µ= 10 customers per hour
 
(a)  Probability that an arriving customer can drive directly to
the space in front of the window:
 
(b) Probability that an arriving customer will have to wait
outside the directed space:
 
 
(c)  Expected waiting time of a customer before getting the
service is:

  hr. or 9 minutes.
What Is a Queuing System?

Also known as a waitlist system, the purpose of a queuing solution is to help customers who are waiting
for service. Though it’s important to remember that this answer is oversimplified. Waitlists management
is a complicated part of any business to manage.

You can think of a waitlist as a set of principles aimed at controlling customer flow and streamlining the
experience. A waitlist is not something that is needed once or twice. Rather, the real value is in a
continuous process. On paper, a huge number of visitors is a good thing for your business. But a
problem arises when the influx of customers exceeds the capabilities of employees to serve the
customers in a reasonable time. And, as we mentioned above, the result is always lost customers.

Queueing systems are simplified mathematical models to explain congestion. Broadly speaking, a
queueing system occurs any time ‘customers’ demand ‘service’ from some facility; usually both the
arrival of the customers and the service times are assumed to be random. If all of the ‘servers’ are busy
when new customers arrive, these will generally wait in line for the next available server.
C. Armero, M.J. Bayarri, in International Encyclopedia of the Social & Behavioral Sciences, 2001

How Does a Queuing System Work?

Consider this. A group of people at your business standing in a line without a clue as to why they’ve
been waiting so long. You can feel the anxiety – the guests don’t know how long they’ll be waiting or
exactly why they’re waiting for such a long period of time. In the end, they’ll feel powerless, frustrated,
and eventually will leave.

Meanwhile, a well-run business is supposed to improve the lives of your customers and offer them a
great shopping experience. So, even in the event that there is a delay, it’s important to communicate
regularly with your guests. Explain why the delay is happening and offer an accurate estimate of any
remaining length of the delay.

A waitlist solution provides customers with a sense of control and empowers them with knowledge.
Guests can register for services using self-service kiosks or mobile tablets placed at points of high foot
traffic. After signing up, the kiosk screen provides relevant information, such as the individual’s place in
the queue, the number of people ahead of them, the service point that they need to go to, etc. With
clear instructions and text message notifications, the queuing process is faster than ever. Checkouts are
efficient, waiting time is reduced, and the shopping experience is greatly improved. Meanwhile, the staff
receives valuable metrics such as queue lengths, waiting times, and other information provided by the
system that works to foster better customer service.
Features of a waitlist management system application

What Industries Does Waitlist Management Work For?

While a queue management system may seem like a niche solution, it has broad applications across
many different types of businesses. In fact, any business that has any wait time to receive service can
benefit from a line management solution.

Retail Queue Management

The most obvious application is in brick-and-mortar stores. If retailers cannot manage their lines
efficiently, they risk losing customers to their competitors. Long wait times and mismanaged queues are
an issue for businesses worldwide. Implementing a waitlist solution for retail transforms lengthy wait
times into a smooth customer experience. Customers who are met with proper queue management are
far more likely to complete their purchases and turn into loyal customers.

Implementing a line management system at a retail store will give shoppers some peace of mind when
entering the line or allow them to continue shopping for a bit if they deem the wait time to be too long.

Line Management for Ticketing Spaces

Another popular application of this software is at businesses that sell tickets, such as museums, theme
parks, zoos, aquariums, etc. Lines at such establishments are common sources of headaches and can
easily deter someone from deciding to attend. Through timed ticketing features and waitlist
management, these businesses can give their guests an accurate estimate of wait times. This also allows
them to spread out their attendees to create better flow throughout all facilities.

Healthcare Waitlists

Pharmacy customers are an important demographic here. Many will go elsewhere to fill their
prescriptions if they experience long wait times. Hospital and clinic waits are also an issue. Patients,
understandably, don’t want to spend more time in a hospital than necessary. A healthcare waitlist
solution helps control patient flow and builds a better atmosphere for both hospital staff and patients.
The waitlist solution serves to reduce anxiety and frustration.

Queue Management Software in Education

College students visit the admissions office to get answers to their questions. It helps to have organized
and orderly waiting lines which prevent students from crowding limited office space, especially during
peak times.
Screenshot of text message notifications from a queuing system app

What Are the Benefits of Using a Line Management Solution?

While we’ve covered many of the benefits of queue management in its description of what it is and the
various industries it serves, let’s dive into a few of the specific benefits of implementing such a solution
for your business.

Build Better Customer Loyalty

In today’s highly competitive environment, retaining a customer is more cost-efficient than getting a
new one. Customers tend to be more selective and are not afraid of switching to a new brand.
Customer loyalty needs to be a key objective. You need to ensure that your customers appreciate the
experience they’re receiving. Even the smallest details matter. Long wait times may not have been a
deal-breaker a few decades ago, but that is no longer the case. Reducing wait times plays a major role
in building a positive customer experience. Metrics like expected wait time, queue length, and wait time
to service time ratio can make or break a business.

Plus, less time spent waiting results in more time spent shopping. Even when it doesn’t affect the
shopping habits of your customers, shorter waits will have them leaving your place of business in a
much better mood, more likely to return themselves, and more likely to encourage others to visit your
store, too.

The last moments we spend at a counter are the most crucial. A customer decides whether he or she
enjoyed the overall shopping experience or not. No amount of additional customer service trumps that
impression. By creating a better shopping experience, queuing solutions help your business turn visitors
into loyal customers.

Gathering Customer Data

The waitlist solution doubles as a people counting solution. Since it automatically keeps track of all
registered customers, businesses get easy access to some critical data. You can generate detailed, real-
time retail analytics: number of visitors, number of no-shows, areas with low/high footfall, wait times,
idling, and service times. Such data help your business take advantage of sales opportunities and further
improve your service. And the ability to compare current data to historical data helps you understand
whether you’re moving in the right direction.

Better Staff Performance

A waitlist solution is aimed at making life better not only for your customers but also for employees.
Once employee time is freed up to pursue more important tasks, customer service improves by leaps
and bounds.

Analytics help with determining whether the use of staff is efficient or not, highlighting potential issues
with the workforce. For example, it helps you identify which employees have a harder time managing
visitors. Once problem areas are identified, you can provide additional training, deploy more employees
to the area, or add another service point.