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Four university students collaborating around a laptop in a busy cafe

Love School of Business · AI Hackathon

Friday is coming.
Your café needs one plan.

A campus festival. An influencer offer. A missing manager. A late coffee shipment. Connect four roles, guide AI, and make the call.

Start the challenge

The situation

Thursday afternoon changes everything.

It is four o'clock on Thursday afternoon. You and three teammates run a small campus café: one espresso machine, a short menu of medium drinks, and student servers on morning or afternoon shifts. Most Fridays are predictable. Tomorrow will not be. In the last hour, four things landed at once.

  • A campus festival opens tomorrow beside the café. Crowds will build around lunch and again in the late afternoon.
  • A student influencer with a large local following will post about the café tonight if you give them an offer to promote. They need an answer soon.
  • Ana, the manager scheduled to run the day, is sick. Malik, the other manager, can cover part of the day but not all of it.
  • Your regular coffee delivery, due Friday morning, may be late. You have tonight's shelf stock plus an emergency supplier who costs more.

Each on its own is manageable. Together they pull against each other. More customers are only good if you can serve them. A promotion is only good if it makes money after the discount. Extra hours need someone qualified to lead them. All of it depends on having enough coffee.

By the end of this session, your team hands in one Friday plan that answers eight connected questions. AI can calculate, compare, and challenge. It cannot know the facts your teammates hold, and the decision remains the team's responsibility.

Your goal Attract customers, protect employees, deliver reliable service, and produce a financially responsible result.

Before you start

The café and its people

The numbers behind every item below live in the four role notebooks. Your teammates hold them.

The café

One campus location, open all day Friday. One espresso machine sets the pace. Every Friday drink is a medium in the café's own logo cups. Setup runs before opening and cleanup after closing.

Tonight's coffee and cup count is done. An emergency supplier can deliver Friday morning at a higher price. The café keeps a cash reserve that is not available for Friday spending.

The people

  • Ana, manager. Scheduled for Friday. Sick.
  • Malik, manager. Available for the first part of the day only. Whoever leads after him must be named and have authority.
  • Priya, experienced server. Qualified as a paid acting lead. Available in the afternoon.
  • Servers, student employees. More in the morning than the afternoon. Long shifts earn a break, and someone must cover the station meanwhile.

The festival

Opens tomorrow beside the café. Two crowd surges are expected, one around lunch and one in the late afternoon. Between them the café is busy but manageable.

The offer options

The influencer promotes whichever offer you choose. The owner has approved two: a small discount on one medium drink, or a two-for-one. Anything published must state how many customers can redeem it.

Step 1

Build your team

Introduce yourselves, choose one role per person, and enter each member full name below. Your team number stays with you through the entire challenge.

Not saved

Step 2

Choose your role. Bring evidence to the team.

Each role holds current Friday facts that the other roles do not have. Open your assigned workspace, identify the evidence that affects each business decision, and share it before the group decides.

01

Finance

You decide whether the Friday plan makes money and how much the café can afford to risk. Every other role proposes spending. You say what it costs, what it earns, and where the line is.

Lead: Tasks 4 and 8
Evidence mission

Your notebook holds the menu price, both promotion structures, regular and emergency supply costs, the server wage, the acting-lead pay, and the cash that must stay untouched. Bring the numbers and a rough cost of one cup before task 1. You lead tasks 4 and 8; elsewhere, your line is "That would cost."

Open Finance NotebookLM
02

Marketing

You own the customer side: how many people will come, what offer brings them, and what the café promises in public. Make the offer attractive and deliverable, because customers will hold the café to whatever is posted.

Lead: Tasks 1 and 6
Evidence mission

Your notebook holds normal Friday demand, the influencer's reach and likely response, the festival peak times, and the owner's rules for any published offer. Bring a low, middle, and high demand estimate before task 1. You lead tasks 1 and 6; elsewhere, you speak for the customer.

Open Marketing NotebookLM
03

Operations

You know what the café can physically do. The machine has a ceiling, coffee and cups run out. Turn every ambitious plan into one question: can we make that many drinks, with what we have, in the hours we are open?

Lead: Tasks 2 and 5
Evidence mission

Your notebook holds the machine's hourly limit, the day's hours from setup to cleanup, the coffee-per-cup recipe, tonight's inventory, and the emergency delivery option. Bring the daily ceiling in cups and the coffee one cup uses before task 1. You lead tasks 2 and 5; elsewhere, your line is "The machine can only."

Open Operations NotebookLM
04

Human Resources

You are responsible for the people who work Friday. With Ana out, someone must be in charge every open hour, stations must be covered, and everyone is owed a break. A plan that burns out staff or leaves the floor without a leader fails, however good the numbers look.

Lead: Tasks 3 and 7
Evidence mission

Your notebook holds who is available and when, who can lead, server counts by shift, minimum coverage for normal hours and festival peaks, and the break rules. Bring the leadership handoff hour and the servers on the floor at each peak before task 1. You lead tasks 3 and 7; elsewhere, your line is "We only have people to."

Open Human Resources NotebookLM

Step 3

Make eight business decisions

The lead role starts each task. Every role contributes. All four members approve the response.

0 of 8 responses ready

Every task runs the same way

  1. The lead role opens. Reads the situation aloud, restates the question, and shares what their notebook says.
  2. The other three roles add their facts. Each names one fact or constraint from their own notebook. Do not wait to be asked.
  3. The team argues the tradeoff. Out loud, before touching AI. What does each role want, and where do those wants collide?
  4. The team puts the problem to AI. Give it your facts, state your assumptions, and ask it to show its work. One shared prompt beats four separate ones.
  5. The team checks the answer. Did AI use your facts or invent its own? Are the calculations right? Fix what is wrong.
  6. All four approve. Each person can explain the answer and would defend it. If one role cannot, the task is not finished.

Save as you go with each task's Save button. Nothing is submitted until the end. Task 8 needs the most checking, so leave time for it.

How the eight decisions connect

TaskDecidesFeeds
1 OpportunityOffer and demand range2, 4, 6
2 CapacityResponsible volume and queue trigger3, 4, 5, 6, 7
3 StaffingLeader, stations, breaks, labor cost4, 7
4 GuardrailsPrice, ceiling, reserve, stop rule5, 6, 7, 8
5 SupplyOrders and backup trigger7, 8
6 OfferPublic promise and post-cap script7, 8
7 Employee planEverything above, as instructions8
8 ApprovalProceed, change, or withdrawSubmission
01 Lead: MarketingEvaluate the opportunity

Situation

The influencer's message arrived an hour ago: "Happy to post tonight. What's the offer?" Their followers are mostly students who will be at the festival. If even a small share show up, the café sees more customers in one day than it has all month.

The café has one machine, a short-staffed day, and a delivery that may not come. Saying yes without limits could overfill the café and burn through the discount faster than sales cover it. Saying no gives up the best marketing day of the semester. The third path is yes on the café's terms: a specific offer, a redemption limit, and a time window that avoids the worst crowds.

This decision sets the demand every later task must handle: the volume Operations plans for in task 2, the staffing Human Resources covers in task 3, and the revenue Finance tests in task 4. Get task 1 wrong and the next seven tasks solve the wrong problem.

Put four facts side by side: reach and response from Marketing, the machine ceiling from Operations, the staffing picture from Human Resources, and the per-cup economics of each offer from Finance. Then ask how many extra customers the café can serve well, and which offer brings roughly that many.

What is at stake: A larger audience is not automatically a better outcome if the promotion creates waits, stockouts, employee strain, or unprofitable discounts.

Should the cafe accept, modify, or reject the influencer promotion?

Connect the four perspectives

  • Marketing, you lead. Bring the post's reach and the low and high response estimates, then add normal Friday demand so the team sees total customers.
  • Operations, bring the machine's daily ceiling before anyone gets excited about reach.
  • Human Resources, bring who is working and when, and say whether the café can staff a much busier day with a manager out.
  • Finance, bring the price and both offer types, and work out roughly what the café keeps per cup under each after the discount, coffee, and cup.

What each part of your response means

Decision
Accept the offer as proposed, modify it, or reject it. Modify means changing the discount, the cap, the timing, or all three.
Promotion
The exact offer the influencer may post: what discount, on what drink, for whom.
Low, base, and high demand
Cautious, most-likely, and optimistic estimates of total Friday customers, each equal to normal demand plus the customers the post brings.
Redemption cap
The maximum number of discounted drinks the café will honor. After that, regular price. Every published offer needs one.
One reason from each role
One sentence each from Marketing, Operations, Human Resources, and Finance. Four different reasons, not one repeated.
Most important concern
The single thing most likely to go wrong if the team proceeds, named now so task 2 can plan for it.
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02 Lead: OperationsForecast demand and service capacity

Situation

The offer is decided. Now the harder question: what does Friday look like hour by hour? Festival crowds arrive in surges, a quiet opening, a lunch rush, a lull, and a second rush late in the afternoon. During a surge, the people who want a drink can easily outnumber the drinks the café can make.

Two limits decide what the café can serve. The machine can only produce so many drinks an hour. The staff can only take, make, and hand over so many, and there are fewer of them in the afternoon. Whichever limit is lower is the real one. Above it, waits grow and mistakes multiply.

Spread the three demand estimates from task 1 across the day and find where they pile up. Then set the two ceilings side by side: what the machine can make in a day and what the floor staff can serve at a peak. The lower one is your responsible capacity.

The output is one number the rest of the session uses: the most customers the café will plan to serve. Task 3 staffs to it, task 4 prices it, task 5 orders coffee for it, and task 6 publishes an offer that stays under it.

What is at stake: Responsible capacity is controlled by the tightest constraint. Machine capacity alone does not prove that the team can deliver the promised service.

How many customers may arrive, and how many can the cafe serve without excessive waits or employee overload?

Connect the four perspectives

  • Operations, you lead. Bring the machine's hourly rate and the open hours, and multiply them aloud so the team hears the daily ceiling.
  • Marketing, bring the task 1 demand estimates and the two peak windows, and say roughly what share of the day arrives in each surge.
  • Human Resources, bring the server count for morning and afternoon, and the minimum needed to run a festival peak.
  • Finance, bring a view on the volume that makes the day worthwhile. Serving the maximum is not the goal if the last cups are served badly.

What each part of your response means

Low, base, and high demand
The task 1 estimates, now stated as cups for the day.
Equipment capacity
The most cups the machine can make in a full day: hourly rate times open hours.
Staffed service capacity
The most cups the people on the floor can actually serve, given how many are working at each point in the day. Usually lower in the afternoon.
Maximum responsible volume
The number the café plans around: the lower of the two capacities, minus a small buffer for remakes and mistakes.
Expected peak period
The hour or two when demand is highest against what the café can serve.
Capacity-risk rating
Low, moderate, or high: how likely demand exceeds responsible capacity during the peak.
Overflow action
One thing the café does the moment demand exceeds capacity, such as pausing the offer at a set queue length. A server must be able to see it and act without asking.
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03 Lead: Human ResourcesSolve the staffing disruption

Situation

Ana was going to run Friday. She is sick. Malik can open and lead through the morning but cannot stay for the afternoon surge, when the smaller crew faces the second crowd. From the moment he leaves until cleanup ends, somebody must be in charge: approving a refund, pausing the offer, sending a server on break, calling the emergency supplier.

Priya is an experienced server qualified to step up as acting lead, available in the afternoon, at a cost. The alternatives are bringing in someone else, shortening the day, simplifying the menu, or a combination. Each protects some things and gives up others.

Turn the capacity number from task 2 into a schedule of named people. Who leads each hour? Who is at the register, on the machine, handing drinks over? When does each server take a break, and who covers them? What happens at the handoff when Malik leaves?

This schedule becomes the labor cost Finance counts in task 4 and the employee briefing in task 7. Test it against the busiest hour: if three things go wrong at once, who decides?

What is at stake: A schedule is incomplete if it lists enough names but leaves gaps in authority, relief coverage, or the busiest periods.

How should the cafe operate safely and effectively with one manager unavailable?

Connect the four perspectives

  • Human Resources, you lead. Bring everyone's availability, who is qualified to lead, the break rules, and the minimum coverage for normal and peak hours. Propose the handoff.
  • Operations, bring the working day from setup to cleanup and the stations that must always be covered. Say what an acting lead can and cannot do while also serving.
  • Marketing, bring the customer promise from task 1 and say which staffing options would break it.
  • Finance, bring the server wage and the acting-lead payment, and cost each option so the comparison is fair.

What each part of your response means

Selected staffing response
The option or combination chosen: acting lead, extra help, shorter hours, simpler service.
Person who will lead the shift
By name, for every hour from setup to cleanup. If leadership changes hands, say when.
Employee assignments
Who works which station during which hours.
Coverage schedule
Servers on the floor each hour, with confirmation that peak hours meet the minimum.
Additional staffing cost
The extra money this plan costs compared with a normal Friday.
Employee well-being safeguard
One concrete protection for staff: a guaranteed break, a workload trigger that pauses the offer, nobody alone during a peak.
Customer-service safeguard
One concrete protection for customers: a wait announcement, a simplified rush menu, an apology script.
Rejected alternative and why
One option the team considered and turned down, with the reason.
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04 Lead: FinanceEstablish the financial guardrails

Situation

The team has committed to an offer, a volume, and a staffing plan. Each costs money or gives some up. The discount cuts what every promotional cup earns. The acting lead is paid extra. Backup coffee costs more. Refunds and remakes come out of the day's result.

The owner has said the cash reserve is not available for Friday. A busy day that ends with less money than a normal one, or that dips into the reserve, is a failure however many customers came. Draw the lines now: price, extra spending, minimum result, and what would make the team stop.

Work through one cup first. What the café charges, what the discount removes, what the coffee and cup cost. What is left is the contribution per cup. Multiply by the task 2 volumes, subtract the task 3 labor, and you have a rough Friday result under each scenario.

Then set the guardrails tasks 5, 6, and 7 must respect and task 8 will check: a ceiling on extra spending, an untouched reserve, a break-even volume, and a stop rule. Write them so a teammate could apply them without you.

What is at stake: More sales can still produce a worse result when discounts and rush-related costs rise faster than contribution.

What price, spending ceiling, cash reserve, and minimum result must guide Friday decisions?

Connect the four perspectives

  • Finance, you lead. Bring the price, the discount structures, supply costs, wage, bonus, and reserve. Build the one-cup calculation on paper before touching AI.
  • Marketing, bring the demand scenarios and explain how the discount changes what a customer is worth. A discounted customer who would have come anyway is a cost.
  • Operations, bring regular and emergency prices for coffee and cups, and say what an emergency order adds to the day.
  • Human Resources, bring the task 3 labor plan in hours and dollars, including the acting-lead payment.

What each part of your response means

Selling price
What a medium drink costs at regular price.
Promotion or discount value
What the offer takes off that price, per drink.
Maximum additional spending
The most extra money the café commits on Friday beyond a normal day. Bonuses, emergency orders, and refunds all count.
Protected cash reserve
The amount that stays untouched no matter what, stated as a number and a rule.
Break-even customer volume
The cups needed for the day's contribution to cover the extra Friday costs. Below this, the promotion loses money.
Minimum acceptable Friday result
The smallest positive outcome the team would accept. If the base case cannot reach it, change the plan.
Financial stop rule
One condition that ends the promotion at once: spending hits the ceiling, volume falls below break-even, the reserve would be touched.
How all four roles shaped the guardrails
Two or three sentences showing which number came from whom.
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05 Lead: OperationsProtect the coffee and cup supply

Situation

Tonight's count is done. The café has a certain amount of coffee and a certain number of logo cups. The regular delivery is due Friday morning but may slip, and nobody can say by how much. An emergency supplier can bring coffee Friday morning at a higher price, and plain cups can be bought locally at a premium.

The two supplies behave differently. Cups keep; whatever is unused serves next week. Coffee does not; every pound beyond Friday's need is wasted. Too little of either means turning away customers on the busiest day of the semester, the day the influencer sent them.

Start from the responsible volume in task 2, not the raw demand, because the café will never serve more than that. Convert it into coffee with the recipe Operations holds. Compare Friday's need against the shelf. The gap, if any, is the order.

Then set the backup as a trigger, not a purchase: at what point Friday morning, on what evidence, does the café call the emergency supplier? Something Malik can check at setup and act on alone. This sets the supply cost for task 8 and the shortage response for task 7.

What is at stake: Coffee and cups behave differently: unused coffee loses freshness, while unused cups remain available after Friday.

How much coffee and how many cups should the cafe secure, and when should the backup plan start?

Connect the four perspectives

  • Operations, you lead. Bring the recipe, tonight's coffee and cup count, and the emergency option. Convert cups to pounds on paper first.
  • Marketing, bring the demand scenarios and draft what the café tells customers if a drink is unavailable.
  • Human Resources, confirm who checks inventory at setup, who may place the emergency order, and how servers learn the backup is live.
  • Finance, bring regular and emergency prices for coffee and cups, and cost the normal case, the backup case, and the waste from over-ordering.

What each part of your response means

Coffee required under low, base, and high demand
Pounds for each scenario, worked from cups through the recipe. Show the conversion.
Final coffee order
What the café orders tonight from the regular supplier. Zero is a legitimate answer if the shelf covers Friday.
Final cup order
The same for logo cups.
Backup-supply quantity
How much the emergency order brings if triggered.
Trigger for activating the backup
An observable condition, checked at a named time by a named person.
Expected supply cost
Friday's coffee and cups in the base case at regular pricing.
Worst-case supply cost
The cost if the emergency order is placed and emergency cups are needed.
Customer communication if supplies become limited
The words a server says at the register. Short enough to remember in a rush.
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06 Lead: MarketingFinalize the customer offer

Situation

The influencer is waiting for the final wording. Since task 1 the team has learned what the café can serve, who is working, what the finances allow, and what the supply looks like. The offer that seemed right at four o'clock may need adjusting.

Whatever the team sends will be public within the hour and shared. Customers will arrive holding the post. Servers must apply it at the register while a line waits. The offer needs a value, a limit, a time window, and a plain answer to the question every customer asks once the limit is reached: what do I get now?

This is task 1 revisited with everything the team now knows. Check the offer against four ceilings: the volume from task 2, the staffing from task 3, the guardrails from task 4, and the supply from task 5. If any says the offer is too generous, tighten it before it is public.

Write it the way the influencer will post it and the way a server will hear it. If the two differ, it is not ready. The wording becomes the customer script in task 7 and the promise task 8 approves.

What is at stake: A promotion is not operationally complete until capacity, eligibility, timing, and the post-cap customer experience are defined.

What exactly should the cafe promise customers on Friday?

Connect the four perspectives

  • Marketing, you lead. Draft the post in the influencer's voice with the discount, the drink, the cap, the hours, and any one-per-customer rule.
  • Operations, check the time window against the peaks and the machine ceiling, and say whether it keeps promotional demand out of the surges.
  • Human Resources, read the offer as a server would. Can it be applied in five seconds? What is said when the cap is hit?
  • Finance, check the offer against the task 4 guardrails and confirm the maximum discount exposure fits under the ceiling.

What each part of your response means

Final customer offer
The complete offer in one sentence, as it will be posted.
Coupon or promotion value
The discount per drink.
Redemption cap
The maximum number of discounted drinks, stated in the post.
Promotional time window
The hours the offer is valid, usually chosen to steer promotional customers away from the peaks.
Customer-facing message
The text of the post, in plain language.
Stop-or-adjust trigger
The condition under which the café pauses or changes the offer during the day, even before the cap.
What happens after the cap
The script: what the register says to the next customer with the post, and what they can still buy.
One way the offer changed after input from another role
A specific revision and who prompted it.
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07 Lead: Human ResourcesBuild the employee action plan

Situation

The servers arriving at setup on Friday were not in this room. They do not know what the team decided or why. They need one page that answers the questions they will actually have: where do I stand, who do I ask, when is my break, what do I say when the line is out the door, what if the coffee runs out, what if someone is angry?

Every decision from tasks 1 through 6 has to survive translation into instructions a tired student can follow at two in the afternoon with twenty people in line. If two servers could read the plan and act differently in the same situation, it is not finished.

The reader is a server who has never seen the other seven tasks, so write for that person. Give them the shape of the day, their station, their leader, their break, and the signals that change what they do: the queue trigger from task 2, the supply trigger from task 5, the cap from task 6, and the recovery limit from task 4.

The pre-shift briefing at the end is the whole plan compressed into what Malik says at setup. If it takes more than a minute to say, cut it.

What is at stake: A strategy is not executable when two employees could read it and make opposite decisions during the same incident.

What do employees need to know and do to execute the Friday plan?

Connect the four perspectives

  • Human Resources, you lead. Turn the task 3 schedule into stations, names, hours, breaks, and the handoff. Write the briefing.
  • Operations, define the surge workflow: who takes orders, who makes drinks, who hands off, and what the queue signal looks like from behind the counter.
  • Marketing, write the two scripts servers need: what to say about the offer, and what to say to a disappointed customer.
  • Finance, set what a shift lead can spend without asking: the recovery pool for remakes and refunds, and whether any overtime is allowed.

What each part of your response means

Employee assignments
Name, station, hours. A table works.
Shift leader and authority
Who is in charge during each block of the day, and what they may decide alone: refunds, pausing the offer, calling the supplier.
Break plan
When each server takes a break and who covers their station.
Peak-period workflow
How the counter runs during a surge: stations, handoffs, what changes from normal.
Capacity escalation rule
The task 2 queue trigger as an instruction: at what point, who acts, what they do.
Supply-shortage response
The task 5 trigger written the same way, plus what servers tell customers.
Customer-recovery action
What a server may do for an unhappy customer without asking.
Maximum overtime or recovery spending
The dollar limit on recovery for the day, and whether overtime is planned.
Pre-shift briefing
The words Malik says to the crew at setup. Sixty seconds, spoken aloud.
Not saved
08 Lead: Finance + all-role sign-offApprove the final Friday plan

Situation

Seven decisions are on the table, each made with the best information at the time. The last job is to read them as one plan and ask whether they fit. Does the task 6 offer match the task 2 demand? Does task 3 staffing cover the peak task 2 identified? Does spending across tasks 3, 5, and 7 stay under the task 4 ceiling? Does task 7 contain every trigger the earlier tasks defined?

Then make the call the owner would make: proceed, proceed with specific changes, or withdraw and run a normal Friday. Withdrawing is legitimate if the plan cannot hold together. Proceeding is legitimate only if all four roles will put their name to it.

The evaluator notices contradictions between tasks before it notices good writing. Lay the seven answers side by side and hunt for numbers that disagree: a cap that differs between tasks 1 and 6, a volume that differs between tasks 2 and 5, spending that quietly exceeds task 4. Fix them here and say what you fixed.

Find the weakest assumption, the one that breaks the most if wrong. Say what Friday-morning evidence would show it is wrong and what you would do. Then write the recommendation as if the owner reads only this task.

What is at stake: The final recommendation is only as strong as its cross-task consistency. A polished answer does not fix conflicting assumptions.

Should the cafe proceed, proceed with changes, or withdraw from the promotion?

Connect the four perspectives

  • Finance, you lead. Pull revenue, costs, and result into one view and check every spending item against the task 4 guardrails.
  • Marketing, confirm the offer, the demand assumptions, and the public promise are the same in tasks 1, 2, and 6.
  • Operations, confirm capacity, hours, supply quantities, and triggers are the same in tasks 2, 5, and 7.
  • Human Resources, confirm staffing, the handoff, breaks, and the briefing are the same in tasks 3 and 7, and nobody is scheduled beyond the rules.

What each part of your response means

Decision
Proceed, proceed with specified changes, or withdraw. If changes, list them.
Expected customer volume
The base-case cups the café now expects to serve, consistent with task 2.
Maximum responsible service capacity
The task 2 ceiling, restated.
Expected Friday financial result
The base-case outcome after known costs. Say what is excluded.
Staffing-risk rating
Low, moderate, or high, with the reason. Usually driven by the handoff and the afternoon crew.
Supply-risk rating
Low, moderate, or high, with the reason. Usually driven by the delivery and the inventory margin.
Most important risk
The single thing the team would watch first on Friday morning.
Contingency action
What the team does if that risk materializes. One action, already agreed.
Final integrated recommendation
Three or four sentences the owner could act on.
Confirmation that all four roles approve
Each role's name and a yes. If any role cannot say yes, the decision is not proceed.
Not saved

Step 4

Name the café you are protecting

Your identity does not determine the business score. It makes your plan yours.

Café logo or visual No image selected
Not saved

Step 5

Show how your team led AI

Strong teams do more than accept an answer. They add context, test assumptions, and change recommendations that do not fit.

Not saved

Final step

Submit one plan. Own the decision.

The scoring system reviews decision quality, cross-role integration, evidence consistency, and human-AI judgment.

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