Project on

FIELD STUDY REPORT ON RESTAURENOPERATIONS

A report submitted in partial fulfilment of the requirements for the

award of the Degree of
BACHELOR OF BUSINESS ADMINISTRATION

Submitted by
AARABH JHA
Registration Number: G1913208
Under the guidance of
Mrs. Samatha Pokala
MBA FACULTY

ADITYA INSTITUTE OF MANAGEMENT STUDIES AND RESEARCH

Campus: Kogilu Main Road, Behind Annapurneshwari Temple,
Yelahanka, Bangalore- 560064.
Batch 2019-2022

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 CHAPTER 1
INTRODUCTION

1.1 INTRODUCTION TO THE TOPIC

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The term "restaurant" was first used in France in the 18th century. It was a revitalising meat
stew that people drank to refortify their bodies. Culinary enterprises as we know them now
did not arise and thrive until the French Revolution and following industrialisation. The
modern restaurant, on the other hand, is not a completely new concept. Eating outside the
home has been practised for thousands of years.

Thermopolis served food and drink to consumers of all socioeconomic classes during
Classical Antiquity. Archaeological digs in Pompeii revealed more than 150 similar
establishments, demonstrating the prominence of this sort of establishment. The thermopile’s
food was served in bowls carved into an L-shaped counter.

The tavern and inn, forerunners to the contemporary restaurant, first appeared in Europe
throughout the Middle Ages and Renaissance. They were often found on the side of the road
and provided food and shelter to travellers. The chef was free to prepare any dinner he
wanted, so travellers had to make do with the single dish of the day. Meanwhile, during
China's Song dynasty (960-1279), the Empire's capital city was teeming with eateries
providing a variety of à la carte cuisine.

Going out particularly to eat a complete dinner was not yet typical in the 17th century. Paris
became the contemporary restaurant's capital in the second part of the 18th century.
According to folklore, in 1765, a man named Monsieur Boulanger was the first to start a
restaurant serving a variety of healing broths, even using the term "restaurant" on his entrance
sign: "Boulanger delivers divine sustenance." Then, in 1782, Antoine Beau Villiers founded
his eponymous restaurant, cementing his fame. Brillat-Savarin, a notable French gastronome,
commended him favourably. It was one of the earliest high-end restaurants to cater to the
wealthy. Chefs employed by the aristocracy found themselves unemployed when the French
Revolution broke out.

Those who managed to avoid the guillotine founded their own eateries to cater to their new
audience, the emerging bourgeoisie.

Only around 1880 did the first restaurants arise in Switzerland. At the twentieth century,
people's lifestyles changed, and many workers began to eat lunch in restaurants. Restaurants
began to specialise and cater to specific clients. Evening dining in a restaurant became
connected with a leisure activity that combined discovery, enjoyment, and conviviality, an
outing with family or friends away from the home dining room.

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The history of hotels is intertwined with the history of civilisations. Or, to put it another way,
it is a part of that history. Since the beginning of time, facilities that provide hospitality to
visitors have existed. Thermal baths were built by the Greeks in villages for rest and
rehabilitation. Later on, the Romans constructed mansions to house travellers on official
business. In England, Switzerland, and the Middle East, the Romans were the first to create
thermal baths. Caravanserais arose later, providing a rest stop for caravans travelling through
the Middle East. Monasteries and abbeys were the first places in the Middle Ages to provide
regular shelter to travellers. To accommodate persons on the move, religious orders erected
inns, hospices, and hospitals.

Modern restaurants place a greater emphasis on the aesthetics and dining experience;
individual flair reflected in food and décor is more essential than it ever was. People today
have more choices than ever before, and this includes the dress worn by restaurant
employees. Restaurant employees and owners may now choose the image they want to
project to diners. Personalized aprons and elegant jumpsuits are among the options.

Restaurants did not always exist as they do now. In truth, the restaurant sector has undergone
numerous transformations over its history. The next time you go out to eat, try to remember
what restaurants used to be like; you'll appreciate your alternatives even more.

Fig1.1: oldest restaurant in the world

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This restaurant is 239 years old by this date which is based in Madrid, Spain.

The history of hotels is closely linked to the history of civilisations, from antiquity through
the Middle Ages. Or, to put it another way, it is a part of that history. Since the beginning of
time, facilities that provide hospitality to visitors have existed. Thermal baths were built by
the Greeks in villages for rest and rehabilitation. Later on, the Romans constructed mansions
to house travellers on official business. In England, Switzerland, and the Middle East, the
Romans were the first to create thermal baths.

Caravanserais arose later, providing a rest stop for caravans travelling through the Middle
East. Monasteries and abbeys were the first places in the Middle Ages to provide regular
shelter to travellers. To accommodate persons on the move, religious orders erected inns,
hospices, and hospitals.

Inns grew in number, although they did not yet serve meals. For governmental shipments and
as rest stops, staging posts were built. They offered cover and made it easier to shift horses.
On their way to the Holy Land, pilgrims and crusaders found a plethora of refuges.

Traveling got increasingly dangerous after that. Inns began to appear in most of Europe at the
same time. Some of them have remained notable over time, such as the Middle Ages-era
Auberge des Trois Roi’s in Basle.

In China and Mongolia, around 1200, travellers' staging posts and courier stations were
established.

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 Fig. 1.2: world’s largest restaurant

This restaurant is the biggest restaurant in the world which is West Lake Restaurant in
Changsha, China.

In Europe, l' Auberge Coeur Saint Georges opened in Gant, Belgium, while the Angel Inn
was established in Grantham, Lincolnshire, England.

The beginning of the hotel industry - A statute in France at the turn of the fourteenth century
compelled hotels to keep a register. Inns were also subject to English law at the time. Around
1500 thermal spas were built at the same time in Carlsbad and Marienbad.

More than 600 inns were registered in England during this time period. A paved indoor court
with access through an arched porch was common in their architecture. The bedrooms were
on both sides of the courtyard, with the kitchen and public rooms in front and the stables and
storehouses behind. During this time, the first travel guidebooks were published in France.

In Europe, a nascent hotel sector began to emerge. Outside restaurants known for their
exquisite cuisine, distinctive signs were displayed. The first stage coaches running on a
regular schedule began operating in England at the end of the 1600s. In America, clubs
resembling English gentlemen's clubs and masonic lodges began to arise half a century later.

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The Place Vendome in Paris under the reign of Louis XIV was the first example of a multi-
use architectural complex, with boutiques, offices, residences, and even hotels housed behind
the classical facades.

Fig. 1.3: world’s most famous restaurant

This is one of the costliest and famous restaurants in the world which is Ithaa Undersea –
Maldives

Extravaganza - In 1995, work on one of the region's most ambitious and prestigious tourist
complexes, the Jumeirah Beach Hotels, began in Dubai (Jumeirah Beach hotel, Burj Al Arab,
etc.). There are various businesses here that can cater to the demands of ordinary tourists,
business travellers, and those who can afford true luxury. Six- and seven-star hotels are now
the talk of the town, a surprising designation that is perfectly justified by the luxury of the
rooms and facilities they provide, the impeccable service, the high level of modern
technology, as well as the beauty of the surroundings and the high-quality environment.

The delegates of the Gulf Council Countries will be welcomed in 2004 by another Emirate,
Abu Dhabi, at the new Conference Palace Hotel (CPH). This exceptional structure was
designed "to provide the most outstanding services with a difficult 9-star definition".

In seconds, you can be online, working, surfing, and communicating with people from all
over the world. - In 2003, most business travellers bring their personal computer with them to

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do presentations, communicate with their office via e-mail, and so on. One option that is
currently available to them is the usage of so-called Pad offerings, in particular.

Restaurants are a staple of almost every country and culture on the planet. The French
Revolution is attributed with the invention of the restaurant as we know it today, a place
where people gather to eat, drink, and socialise. However, restaurants have existed in some
form or another for thousands of years before Marie Antoinette and Louis XVI were
executed. Restaurants have changed dramatically since the turn of the century, thanks in part
to technological breakthroughs in food production. Many restaurants are now promoting a
return to the farmers, emphasising locally sourced ingredients.

It's no coincidence that the expansion of restaurants has paralleled the expansion of cities
throughout history. When peasants took their goods to markets, they typically travelled for
several days at a time, stopping at roadside inns along the way, and the demand for public
meals was well established as far back as the Roman Empire and ancient China. Inns, which
were usually found in the middle of the countryside, served meals to tourists at a communal
table. There were no menus or even choices available. Every night, the chef chose the menu.

1.2 Industry profile

Restaurant businesses tend to thrive in urban areas which are major tourist attractions.
Bangalore is one the urban centres of Karnataka which gets a fair share of commuters as it is
the gateway to other parts of Karnataka for people visiting from other parts of the country or
from out of India. Bangalore also has a young population fond of eating out. Approximately
350+ restaurants and cafes are running their businesses in Bangalore. Apart from indigenous
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restaurants, Bangalore has also over the years seen a growing number of food franchises such
as Pizza Hut, Dominos, KFC, Baskin and Robbins etc opening their outlets here. The growth
of this sector has not only contributed to the state GDP but has also opened job opportunities
for many skilled as well as semi-skilled workers. However, this sector proved to be one of the
most vulnerable sectors under the COVID 19 pandemic. Uncertainty and anxiety created by
the pandemic made many people wary of eating out even when the lockdown restrictions
were lifted as people preferred to eat at home rather than among strangers in a restaurant.
Consumers who perceive the threat of the COVID19 pandemic to be high evaluate the private
dining restaurant and private dining table highly. Since many of these businesses they do not
offer home delivery or take out services, they faced complete loss of income not only during
the lockdown phase but also in the post lockdown phase and necessitated a rethinking of their
policies. Learning for the future considers the need for changes in management and
investment so that companies can be better prepared for similar situations. The reduction in
the gravity of the COVID 19 situation in the state of Karnataka helped to change this
situation and the restaurants in Bangalore and again started getting their customers. But the
losses suffered in the past and the ongoing character of the pandemic together worked to
retain a negative influence on this sector. A unique transformation needs to be opted by the
stakeholders in order to keep the hospitality sector new and interesting. Unless the restaurant
sector brings changes in the way they operate, surviving the pandemic is going to be a
mammoth task. A restaurant is generally an establishment where the public may obtain meals
or refreshments.

COVID-19 impacted negatively on the hospitality industry, including hotels, restaurants, and
bars. In early 2020, for example, restaurants were forced to close due to the lockdown policy.
Furthermore, customers exhibited a proclivity to avoid other people in public. Because of the
social distancing policy, jurisdictions encouraged or required such enterprises to focus on
delivery service or lower sitting capacities even after they reopened. The future of eateries
appears to be doomed. Over half of eateries, according to experts, will not survive. As a
result, a strategic effort to preserve consumer demand during the crisis is vital.

Many people overreacted to COVID-19 by storing supplies or going to great lengths to avoid
contact with others. Consumers are also hesitant to go to restaurants and pubs in the context
of services. As a result, it is critical to analyse the many aspects that may help consumers
regain their desire to frequent restaurants under these conditions. Consumers' perceptions and
evaluations of restaurants are influenced by the availability of private dining rooms.

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With such severe consequences, the hospitality industry will have to adapt in ways never seen
before. Because every brand-consumer connection begins with trust, recovering client
confidence will be the first step in overcoming the problem. Strict sanitary and hygienic
precautions will be required, as well as new practises for monitoring and controlling the
environment in which the business operates. Communication, like in other crisis
circumstances, should take the lead in reaching out to customers in a polite and non-
aggressive manner to reassure them of the safety of their decision to resume travel.

Promoting the business should be done in a good perspective, demonstrating the advantage to
the customer and presenting a light at the end of the tunnel for travellers.

After the lockdown is removed, industry stakeholders should consider how to emotionally
and sensitively welcome the travellers back into their homes. On an employer level, the
reform will apply to all actors in the hotel business. Businesses will have to adjust to growing
trends in work practises as a result of the new approach to remote working. The efficiency of
present work patterns will have to be re-evaluated, and employee well-being will have to be
prioritised even higher. The hospitality industry has taken a beating as a result of the
economic downturn.

1.3 The Hotel Industry in India has a long and illustrious history.

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 Fig. 1.4 Taj hotel of Mumbai

Prior to World War 11, the majority of hotels in India were built in areas favoured by the
British and Indian elite. Individual British and Indian entrepreneurs developed hotels at this
time, and only a few companies held hotels in India, such as The Taj Group—Indian Hotel
Company (owned by J. R. D. Tata) and Faletti's Hotel, East India Hotel Debroy Group.

Fig. 1.5 hotel Rugby Mather

The Rugby, Mather an, and other famous hotels were built during India's British occupation
(1876)

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 Fig. 1.6

Mumbai's Taj Mahal Hotel (1900)

Fig. 1.7

Calcutta's Grand Hotel (1930)

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 Fig. 1.8

Shimla & Murree’s Cecil Hotels (1935)

Fig. 1.9

Mussoorie's Savoy Hotel (1936)

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After India's independence in 1947, the hotel industry had a period in which no new hotels
were built. When Late Pundit Jawaharlal Nehru, then Prime Minister of India, returned from
the Non-Aligned Movement Conference in 1956, he saw tourism as a potential engine for the
country's economic growth and was motivated to build high-quality hotels in India for
visiting international leaders. With the construction of the Ashoka Hotel in New Delhi, the
government made its first investment in the hotel industry.

With the merging of Janpath Hotel India Ltd. and India Tourism Transport Undertaking Ltd.
in 1966, the India Tourism Development Corporation (ITDC) was founded as a corporation
under the Indian Companies Act of 1956. ITDC now offers a full variety of tourism services,
including lodging, dining, entertainment, and shopping, as well as hotel consulting, duty-free
stores, and a travel agency.

In 1967, the government founded the Ministry of Tourism and Civil Aviation, separating it
from the Ministry of Transport and Shipping, recognising that tourism was more than just
about getting people from point A to point B, and that it had a far larger role to play in the
nation's economy. At the same time, Rai Bahadur M. S. Oberoi, Chairman of East India
Hotels Ltd., was expanding his empire by building New Delhi's first contemporary multi-
story hotel, which he licenced to Inter-Continental Hotels of the United States. The Cecil,
Shimla; The Oberoi Grand, Calcutta; The Oberoi Clarks, Shimla; The Oberoi Palm Beach;
and Gopalpur on the Sea were among the Oberoi hotels.

In 1970, the Taj Mahal Hotel in Bombay became the next to follow this franchising trend
when it chose an Inter-Continental property franchise for its new hotel. Sheraton signed a
franchise and management deal with the Oberoi Tower Hotel in Bombay, which is now under
development. Holiday Inn also entered India through its hotel project in Bombay, which was
franchised.

This marked the beginning of India's systematic planning, designing, decorating, and
furnishing of hotels, as well as the installation of procedures to run various hotel departments.
The training of managerial and other people was a key franchise benefit, and the Inter-
Continental Hotel Company's first few batches of managers established a new trend of
competent professional hotel management for India's hotels, which continues to influence and
steer the business today. However, there was a wave of nationalism in India, resulting in the
termination of management service as an integral part of franchise agreements, before the

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marketing impact of hotel franchising and hotel management by expatriate managers could be
analysed and spread.

Individual entrepreneurs began building hotels in secondary cities/resorts in the late 1970s,
inspired by the success stories of hotels in metro areas.

India's hotel business received a boost when it agreed to host the Asian Games in 1982. The
administration unveiled a national tourist policy and laid out the country's tourism growth
goals. This regulation was intended to assist the government in meeting the massive demand
for hotel rooms in New Delhi, the Asian Games' host city. The government awarded the Ta
Taj Palace and Asian Hotels permission to develop hotels. The Hyatt Regency, India Tourism
Development Corporation-Lodhi Hotel, Samrat Hotel, Kanishka, Le Meridien, and Surya
Sofitel all agreed to build new hotels in time for the games. The opening of these properties
has bolstered hotel franchising in the first-class/5-star hotel market within metro cities. It also
spawned It also gave rise to the misconception that tourism was an aristocratic activity with
little appeal to the general public.

1.4 Players in the Hotel Industry

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A number of Indian-owned hotel chains, as well as a few overseas brands, are among the
leading participants in the Indian hotel sector. Table 2 shows the top ten hotel chains in India
according to room supply. Four of India's top five hotel chains are owned by Indians. The
only government-owned hotel chain in the top five is ITDC Hotels. It's worth noting that the
majority of multinational hotel chains in India have chosen to join the Indian market via
franchises1 management contracts.

The Indian hotel sector has matured significantly over the years, and most of the major hotel
chains have successfully built particular brands to target different market niches. For
example, East India Hotels (The Oberoi Group) has two hotel brands: Trident for business
travellers and Oberoi for 5-star-deluxe travellers. With their Holiday Inn, Country Inns &
Suites, and Quality Inn brands, international chains such as Six Continents, Carlson Group,
and Choice Hotels have implemented the strategy that they use globally to join the budget
business category in India.

Despite the fact that hotel occupancy in India has decreased over the last five years, the
number of hotel rooms added has increased consistently. Even while the number of foreign
tourists visiting the country has remained stable, domestic tourism has grown steadily, and
tourism receipts have climbed as the Indian rupee has devalued against the US dollar.

1.5 Franchising is gaining traction

Initially, most individual hotel promoters were property investors who operated their hotels
without the help of any Indian or international hotel chains. Increasing competition, increased
awareness of hygiene standards, increased emphasis on life-safety systems, a lack of funding
from financial institutions, the proliferation of credit cards, obsolete operating systems, and
prohibitive costs of maintaining sales offices across the country have all prompted hotel
promoter’s owners to consider franchising in recent years. The following are some of the
direct advantages of franchising for hotel owners:

Identity. The main reason hotel owners contemplate a chain connection is because a franchise
provides instant identity and legitimacy for the hotel through a well-known brand. With a
franchise arrangement, their hotels become part of a larger chain of hotels with comparable
names and all the benefits of a major corporation. It also means that the hotels adhere to the
hotel chain's operating system's standards and ways of operation. As a result, tourists can

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expect similar facilities and services from other similar-name hotels. As a result of higher
brand awareness, there is a greater market appeal and better financial success.

Reservation systems that are centralised. A central reservation system is an important part of
all large hotel franchise groups. Instead, then phoning each hotel separately, travellers and
travel agents can make bookings at any of the chain's hotels by dialling a single phone
number, usually a toll-free number. While central reservation systems are handy for tourists,
they are also intended to minimise the number of reservations made at individual hotels.

Financing. Because of the benefits of a brand affiliation, some lenders require a franchise
agreement before approving a loan for a hotel. This lending pre-qualifier appears to be based
on the belief that chain affiliation is more likely to support a rover’s performance and thus the
lender's security.

Services. While all hotel franchise firms offer the use of a brand name and an operating
system, many also offer a variety of other services to help hotel owners and operators.
Management training, turn Kev hotel development services, volume discounts through
national procurement programmes, and regional and national advertising promotions are all
examples of consultancy or advisory services. Property is for sale. A name brand has an
impact on potential investors' thinking if and when the property is put on the market, much as
it does on passengers when choosing a hotel. As a result, the franchise can assist with the
selling of the property.

Marketing advantage. Access to the hotel chain's key marketing campaigns is another
appealing advantage of a franchise. These programmes are primarily designed to raise hotel
brand awareness, which should lead to increased brand recognition and increased use of
associated properties.

1.6 Need and importance of the study

 The study tells us the best way the hotels are working to satisfy all their customers.
 It’ll help us to understand the problems by which they were hit by during the covid
period.
 It can be helpful for understanding the work process of restaurants.

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 CHAPTER 2

DESIGN OF THE STUDY

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2.1 Literature Review

A literature review is a summary of previously published works on a particular subject. An

entire scholarly paper or a portion of a scholarly work such as a book or an article might be
referred to by the word.

In their research paper Effects of COVID 19 on preferences for private dining facilities in
restaurants (2020), Jungkook Kim and Jacob C. Lee discovered that the perceived threat of
COVID 19 increases the preference for private dining and offered a solution to the restaurant
industry to address the problem of reducing customers during a pandemic by providing
private dining rooms or private tables.

In his editorial COVID 19 Impact: How hotels and restaurants are preparing to woo price-
conscious clients (2020), Mujeeb Ur Rahman voiced concern that the hospitality industry
would be the last to recover from the pandemic's effects. He believes that maintaining safety
and hygiene, as well as providing reasonable meals, might help the business recover its losses
more quickly.

In their research paper The Impact of Pandemic Crisis on the Restaurant Business (2020), A.
Madeira, T. Palrao, and A.S Mendes identified four major themes in the interviews
conducted with restaurateurs: pessimism because the recovery from losses is perceived as
slow and difficult, resilience because many believed they could start over, uncertainty
because the duration of restrictions imposed due to the pandemic are not fixed, and
opportunities because many thought it was time to start over.

2.2 Statement of problem

In India, running a restaurant is seen as a huge opportunity with a great chance of success.
There are various large and small retailers on the market. Do they have a high success rate
and will they last in the market for a long time? What do customers expect from them, and
are they ready to deliver on those promises? The goal of the study is to learn about both
parties' requirements and procedures.

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2.3 OBJECTIVES OF THE STUDY

 To understand various business operations of restaurants.

 To study how covid-19 has affected the restaurant’s operations.

2.4 METHODOLOGY

The research approach is regarded as the project's lifeblood. It is impossible to complete the
study and achieve any conclusion without a well-organized research plan. The survey plan
served as the foundation for the project. The major goal of the survey was to gather relevant
data that could be used to develop conclusions and produce results.

As a result, research methodology is the process of solving a research topic in a methodical

manner. Research methodology discusses not only the methodologies, but also the thinking
behind the methods utilised in the context of a research project, and it explains why one
method was chosen over others.

2.5 Research design

Research design is critical due to the rising complexity of the market and the marketing
tactics available to researchers. It is, in fact, critical to the evolution of a successful firm. It's a
useful tool for analysing buyer behaviour, consumption patterns, brand loyalty, and market
shifts. The methodology and processes for performing a study are specified in a research
design. "Study Design" is defined by Kerlinger as "a plan, conceptual structure, and
investigative approach developed to achieve answers to research questions while controlling
variance."

•Descriptive: Descriptive research comprises several types of surveys and fact-finding

inquiries. The most important goal of descriptive research is to describe the current state of
circumstances. The researcher has no control over the variables in this method; he can only
report what has happened or is happening.

For this particular field study, Descriptive research design is adopted.

2.6 Methods of data collection

Data can be gathered from both primary and secondary sources. The term "primary data"
refers to information gathered by the researcher on the variables of interest for the study's
specific objective. When addressing a literature survey, secondary data refers to material

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obtained from already existing sources. Company records or archives, government
publications, media industry research, websites, the Internet, and other sources of secondary
data are just a few examples. In some circumstances, the environment, or specific settings
and activities, such as studying the layout of a factory, can be sources of data. Only primary
and secondary data were acquired in this study according to the described research problem
and research techniques.

Primary data is information gathered directly from primary sources by researchers using
methods such as interviews, questionnaires, and experiments. Primary data is usually
acquired directly from the source the place where the data came from and is considered the
greatest type of data in research. Primary data sources are typically chosen and adjusted to
satisfy the objectives or requirements of a certain research project. Before deciding on a data
collection source, it's also necessary to figure out what the research's goal is and who the
target population is.

Secondary Data — For the majority of organisational research, secondary data is required.
Secondary data is information obtained by someone other than the researcher who is
currently performing the investigation. Such information might be internal or external to the
company, and it can be accessible via the internet or by looking at recorded or published
information. Secondary data can be utilised for anticipating sales, for example, by building
models based on previous sales statistics and extrapolation. Secondary data can be found in a
variety of places, including books and periodicals, government releases of economic
indicators, census data, statistical abstracts, and data bases in the media, company annual
reports, and so on. Secondary data sources such as case studies and other archival records can
give a wealth of information for study and issue solving.

Population of the Survey: -

The universe is the collection of objectives to be investigated. It can be both finite and
infinite in nature. And the survey population is a component of the universe as a whole.

The survey population is 50 people.

Method of Sampling: A convenience sampling method was adopted in this investigation.

For this particular field study, the researcher has taken up questionnaire method for
collecting the primary data.

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2.7 processing of data

The stages of study include editing, classification, coding, and tabulation. The massive
amount of data acquired during the survey is processed at this stage in order to reduce it to
reasonable proportions. In other words, data processing, which includes editing, coding,
classification, and tabulation, is a step in the process of gathering data and analysing and
interpreting it. Thus, the three critical phases in the processing of social survey data are as
follows.

2.8 Questionnaire designing

A questionnaire is a form prepared and distributed to secure responses to certain questions. It

is a device for securing answers to questions by using a form which the respondent fills by
himself. It is a systematic compilation of questions that are submitted to a sampling of
population from which information is desired.

2.9 Limitations of the research study

 The field study has taken place only for the two restaurants.
 Field study has taken place only in the kogilucross.
 Limited access to data.
 Insufficient sample size.

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RESEARCH DESIGN Descriptive

METHOD OF STUDY Field study

COLLECTION OF DATA Primary data, secondary data

SAMPLE SIZE Two restaurants

SAMPLING UNIT Individual

SAMPLING TYPE Convenient sampling

AREA OF STUDY Study area is limited to kogilucross

ANALYSIS PATTERN Pie charts

METHOD OF DATA COLLECTION Questionnaire method

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 CHAPTER 3

COMPANY PROFILE

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COMPANY PROFILE

3.1 UDUPI restaurant

It's a brand that has taken over the planet. Udupi eateries have extended their wings so far
that vegetarian fare now refers to meals prepared by people from Karnataka's west coast.

The "Udupi brand" extended to other areas of the country mostly due to migration of
Brahmins to other regions of south India and Bunts to Mumbai in pursuit of better pastures.

Ocean Pearl's vice-president, Nagarajan Udupa, says: "In terms of food, the district gave birth
to a disorderly yet well-organized sector. The Udupi brand is not owned by anyone, but rather
by a group of people. Those who were aware of the changes were able to survive, while the
rest perished."

Udupa, who was born in the kitchen of his grandfather's Udupi restaurant in Madurai,
describes himself as a "born hotelier." "The elder generation provided tasty and hot meals,
but the quality of the manufacturing was doubtful. "If one relaxes in the kitchen, (s)he should
be able to come to the lobby without a stain," Udupa stated, defining hygiene as "if one rests
in the kitchen, (s)he should be able to come to the lobby without a stain.""

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While Bunts who launched vegetarian restaurants expanded into non-vegetarian hotels and
bars, Rao’s, Udupa’s, Adigas, Shanbaug’s, and Kamats established their brands and
eventually became specialised eateries.

K Krishna Rao's son, Kad Andale Laxminarayan Rao, built the first-ever Udupi restaurant in
Chennai stated: "In 1922, my father moved to Madras in pursuit of greener pastures, and over
time, Udupi eateries became known for their high-quality food. The family also owned
Chennai's first drive-in restaurant. MGR, Karunanidhi, Rajnikanth, and Kamal Hasan were
among the celebrities who frequented there."

"My father played a key role in bringing Udupi to Tamil Nadu. Those who came to work at
my father's hotel later started their own businesses in Tennessee "He asserts.

V Sriram, a historian from Chennai, says that Krishna Rao was the one who brought the first
Udupi eatery to Chennai. "Although idli and dosa were available in Chennai, the variety of
dosa specialties, quality, affordable meals, and food that tasted like it was made at home
made Udupi eateries popular," he says.

The heavy and light refreshments provided at temples are referred to as "meals" and "tiffin,"
respectively. In most Udupi restaurants, there is just one type of "meal" on the menu. This
means that, as in religious rites, everyone eats the same food at nearly the same time.
Cooking is the art of recreating the same flavour over and over again. This conservative ideal
was shifted with the emergence of many sorts of rice meals (Madras thali, Bombay thali, and
so on).

3.2 OPERATIONS OF UDUPI RESTAURENT

HR Managed by the manager at restaurant level

MAN POWER 12 MEN + 3WOMEN (TOTAL 15)

MARKETING Word of mouth

FINANCE Auto managed by some app

SUPPLY CHAIN 2 days inventory extra will be maintained.

26
3.3 VANDANA GARDENIA

The Vandana Gardenia Restaurant is one of the best vegetarian restaurants in Andhra styled
foods. The restaurant opened on the 7th of September, 2014, alongside the Udupi Grand
Restaurant on the Bangalore International Airport Road.

They have completed 25 years of experience with the help of their clientele and are on their
way to success. It's one of the best restaurants, known for its tongue-tingling taste and high-
quality meals. Our menu features a variety of Andhra delicacies, each with its own distinct
flavour and taste.

The chiefs who work there are traditionally groomed, make food using age-old traditional
handcrafted Andhra recipes, and set hygienic food processing requirements in all of their
recipes at Vandana Gardenia restaurant.

The restaurant provides all the kinds of services dine in, take away, home delivery, event
contract, party hall contracts etc.

The restaurant consists of three female staff, 8 male staff (including chef) and one cash
counter man for billings.

The CEO of Vandana gardenia is ALI Tufan.

27
3.4 OPERATIONS OF VANDANAGARDENIA RESTAURENT

HR Managed by the manager at restaurant level

MAN POWER 10 MEN + 5 WOMEN (TOTAL 15)

FINANCE Word of mouth

MARKETING Auto managed by some app

SUPPLY CHAIN 2 days inventory extra

28
 CHAPTER 4

ANALYSIS AND INTREPRATION

29
4.1) GENDER?

Table 4.1

OPTION UDUPI VANDANA TOTAL

MALE 12 10 22
FEMALE 3 5 8
TOTAL 15 15 30

Graph 4.1

Chart Title
14

12

10

0
MEN WOMEN

VANDAN UDUPI

30
4.2) AGE?

Table 4.2

OPTIONS VANDANA UDUPI RESPONDENTS

20-30 4 3 7
30-40 3 7 10
40-50 5 3 8
50-60 3 2 5
TOTAL 15 15 30

Graph 4.2

Chart Title
8

0
20-30 30-40 40-50 50-60

VANDANA UDUPI

31
4.3)EDUCATION

Table 4.3

OPTION VANDANA UDUPI RESPONDED

10th Pass 7 6 13
12th Pass 4 5 9
Undergraduate 3 3 6
Postgraduate 1 1 2
Total 15 15 30

Graph 4.3

Chart Title
8

0
10TH AND BELOW 12TH PASS UNDERGRADUATE POST GRADUATE

VANDANA UDUPI

32
4.4) Did covid-19 effect your business?

Table 4.4

Options VANDANA UDUPI Respondents

Yes 15 15 30
No 0 0 0
Total 15 15 30

Graph 4.4

Chart Title
16

14

12

10

0
YES NO

VANDANA UDUPI

33
4.5) Average number of customer visiting your restaurants in a day before covid-19?

Table 4.5

OPTIONS VANDANA UDUPI TOTAL

BELOW 20
20-40
40-60 15 15
ABOVE 60 15 15
TOTAL 15 15 30

Graph 4.5

Chart Title
16

14

12

10

0
BELOW 20 20-40 40-60 ABOVE 60

VANDANA UDUPI

34
4.6) average number of customers in a day since reopening of the lock down?

Table 4.6

OPTIONS VANDANA UDUPI TOTAL

BELOW 20
20-40
40-60 15 15
ABOVE 60 15 15
TOTAL 15 15 30

Graph 4.6

Chart Title
16

14

12

10

0
BELOW 20 20-40 40-60 ABOVE 60

VANDANA UDUPI

35
4.7) what was the manpower you worked with before covid?

Table 4.7

OPTIONS VANDANA UDUPI TOTAL

Below 10
10-20 15 15 30
Above 20
TOTAL 15 15 30

Graph 4.7

16

14

12

10

0
BELOW 10 10 TO 20 ABOVE 20

VANDANA UDUPI

36
4.8) what was the manpower you worked while covid period?

Table 4.8

OPTIONS VANDANA UDUPI TOTAL

BELOW 10
10-20 15 15 30
ABOVE 20
TOTAL 15 15 30

Graph 4.8

Chart Title
16

14

12

10

0
BELOW 10 10 TO 20 ABOVE 20

VANDANA UDUPI

37
4.9) What was the manpower you worked with after covid-19?

Table 4.9

OPTIONS VANDANA UDUPI TOTAL

BELOW 10
10 TO 20 15 15 30
ABOVE 20
TOTAL 15 15 30

Graph 4.9

Chart Title
16

14

12

10

0
below 10 10 to 20 above 20

vandana udupi

38
4.10) percentage of improvement after lifting of the lockdown?

Table 4.10

Options Vandana Udupi total

0 – 20
20 – 40
40 – 60 15 15
60 - 100 15 15
total 15 15 30

Graph 4.10

Chart Title
16

14

12

10

0
0 - 20 20 - 40 40 - 60 60 - 100

vandana udupi

39