Léna Pérocheau, communication manager and digital tools lead at SUKO, reflects on the structuring choices made by the brand to evolve its digital model with DOOD, while strengthening the customer experience
Since 2018, SUKO has established itself as a Japanese fast‑food brand with controlled growth. By combining product freshness, logistical efficiency and a data‑driven approach, SUKO structures its development around a progressive yet strategic digitalisation. At the heart of this transformation: the integration of connected and interoperable solutions, such as DOOD.
Introduce SUKO in a few words
Léna Pérocheau : “SUKO was founded in 2018 by Mathieu Sourice. We offer Japanese specialties, mainly sushi, in a fast‑food format. Customers can order to take away via self‑service kiosks, but also dine on site or get delivery. We currently have 7 locations, soon 8, spread across the Nantes region and Haute‑Savoie.”
This hybrid model combining fast‑food, minute‑production, self‑service and delivery allows SUKO to address different uses while maintaining a high level of freshness and quality. A structure designed to adapt to the modern life of its customers, both individuals and businesses.
How did the deployment of DOOD digital ordering in your restaurants take place?
L.P. : “We deployed DOOD across our entire network about a year ago. The deployment was carried out simultaneously in all locations.
We were actively scouting digital solutions, especially those offering delivery features. It was through our contact at Uber Eats that we heard about DOOD.
DOOD offered us broader perspectives: a complete solution for Click & Collect, online sales, with advanced features. The goal through DOOD was to complement our existing tools, notably Zelty and ZEROSIX, to streamline and improve our customers’ experience.”
This choice fits within a logic of consolidating SUKO’s digital ecosystem: the brand sought to strengthen coherence among the tools already in place, while opening the way to new differentiating uses. Simultaneous deployment across all locations demonstrates a desire to structure the transformation at network scale, ensuring a homogeneous customer experience.
What specific uses have you implemented with DOOD?
L.P. : “We have implemented click and collect, an important sales channel at SUKO, as well as corporate delivery. DOOD allows us to:
- Offer our customers the loyalty program on Click & Collect ;
- Create daily offers and menus, which makes our menu more dynamic and boosts order flow ;
- Increase the average basket through suggestions ;
- Streamline the client navigation on click and collect ;
- Offer a personalized and smooth delivery journey to partner companies we deliver to only at lunch. This allows us to create a distinct journey with different configurations and constraints.”
This last point is key: SUKO uses DOOD to develop a tailor‑made B2B channel, an intelligent use that opens up new growth levers.
A which challenges does the implementation of DOOD address?
L.P. : “DOOD met the needs that were driving us to look for a complementary tool, such as improving loyalty, or fluidity with end‑of‑journey questions, for example.
DOOD allows us to go further in the customer experience; it’s a major evolution. It’s more refined in terms of configuration, personalization, customer experience. We are progressively leveraging all its features, such as creating specific lunch menus with exclusive offers.
Managing our multi‑site portfolio is now easier thanks to a configuration designed at the brand level, while still allowing management and personalization per restaurant.
A real strength is the integration with Zelty and ZEROSIX. When we are scouting tools, the level of integration with the POS is the first thing we look at. For example, do product stock‑outs work well. From the restaurateur’s side, there are still improvements to make to reduce certain manipulations, but overall the experience is very good.
We were able to create a new digital journey for customers without affecting the internal teams’ workflow. For example, click and collect orders arrive directly on the staff’s Zelty tablet.”
SUKO’s approach illustrates a mature vision of digitalisation: aligning customer experience and operational simplicity. By leveraging DOOD, the brand has created new performance levers: loyalty, targeted offers, differentiated journeys. While maintaining a fluid in‑store organization.
The configuration granularity offered by DOOD, both at central and local levels, is a real advantage for multi‑site growing brands: it guarantees network coherence while leaving room for field agility. Finally, the native integration with business tools like Zelty is a key factor to maintain team efficiency and accelerate the adoption of digital journeys.
What impact have you observed since integrating DOOD?
L.P.: “Implementing DOOD made the customer experience smoother, allowing us to strengthen our partnerships with companies. It is a new revenue driver we didn’t have before.
Basket suggestions also helped revive slowing‑down products: some have doubled their sales.
The loyalty program integrated into Click & Collect strengthened retention and increased the number of customer accounts.
On the management side, refunds are easier to handle, improving customer satisfaction. However, DOOD is a solution that requires time to be properly configured. We move step by step, first laying solid foundations before activating more complex functions.”
These results demonstrate the value of viewing digitalisation as a structuring investment, rather than a simple tactical lever.
The ability to activate incremental growth levers shows that a well‑configured solution can become a direct profitability driver. Leveraging high‑impact features from the start, while building a solid technical and organisational base to enable more complex uses in the medium term. DOOD’s progressive configuration thus allows steering digital transformation while ensuring a constant alignment between business opportunities and the operational capacity to integrate them.
What convinced SUKO to choose DOOD?
L.P “It was Uber that advised us to use a complementary tool for delivery via Uber Direct. We looked at other tools more or less similar. We also consulted our existing partners who confirmed that DOOD worked well for other clients in the sector.
DOOD is very attentive, and we see rapid and concrete evolutions. DOOD’s ability to improve the customer experience without disrupting internal operations was one of the key factors for SUKO.”
What advice would you give to a brand that is considering digitizing its customer journey?
L.P.: “Clearly defining your needs upfront is fundamental. You don’t choose a digital solution just to digitize. You need to take the time to lay solid foundations.”
Prioritizing a solution that integrates with the tools already in place is important.
For a multi‑site brand, find a solution that allows dual management: brand and point of sale.
And finally, ensure the quality of the technical teams behind the tool, that they are capable of genuine support.”
This feedback highlights an often underestimated issue in digitization projects: the ability to make strategic vision, operational realities and technological robustness converge.
In a multi‑site context, success does not rely solely on a solution’s features, but on its ability to integrate smoothly into a network: operating within the ecosystem of existing tools, adapting to multiple management levels (head office and points of sale), preserving the existing operational workflow and, finally, supporting teams over the long term. It is this combination of functional relevance, interoperability and partner robustness that determines the success of a digital project in networked restaurant operations.
Finally, how would you describe the collaboration with DOOD?
L.P. “The exchanges are regular, the teams are attentive. You can feel that our feedback is taken into account and the developments are concrete.”
Key takeaways from the SUKO x DOOD experience:
- A coherent digitization built around a mastered technology stack, with seamless integration to existing tools (Zelty, ZEROSIX).
- Adding value to the customer experience, without operational disruption in the restaurant, which more easily encourages adoption.
- Optimized multi‑site management, combining global oversight with local customization.
- Advanced personalization of customer journeys, allowing differentiation of uses (Click & Collect, loyalty, corporate delivery) and activating new growth levers.
- Advanced personalization of customer journeys, allowing differentiation of uses (Click & Collect, loyalty, corporate delivery) and activating new growth levers.
- Concrete results: increased average basket through suggestions, boosted sales of certain products, strengthened loyalty and development of a previously untapped B2B channel.
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DOOD supports 2,500 Food and Beverage establishments in building high‑performing digital ordering journeys.