minor project 2nd trimestetr

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A

MINOR PROJECT

On

Comparative Study Of Small Business Enterprises

(DAWAT RESTURANT AND THE YELLOW CHILLY)

Greater Noida

Submitted In Partial Fulfillment for the award of

POST GRADUATE DIPLOMA OF MANAGEMENT

SUBMITTED TO: SUBMITTED BY:Ms .Deepti Sinha

(Assistant Professor-Project Guide)

APEEJAY INSTITUTE OF TECHNOLOGY- SCHOOL OF MANAGEMENT

GREATER NOIDA

Abhishek kumar(2013002)Amit Mishra(2013008)

Ankur Mishra(2013014)

Chandraprakash(2013020)

Harmandeep singh(2013026)

Megha Awasthi(2013032 )



DECLARATION

We students of PGDM 2nd Trimester 2013-15, at APEEJAY INSTITUTE OF

TECHNOLOGY- SCHOOL OF MANAGEMENT hereby declare that this

Project Report under the title “COMPARATIVE STUDY OF SMALL BUSINESS

ENTERPRISES (DAWAT RESTURANT AND THE YELLOW CHILLI) ” is the

record of our work under the guidance of MS.DEEPTI SINHA. This report has

never been submitted to anywhere else for award of any degree.

SIGNATURE

Abhishek kumar(2013002)

Amit Mishra(2013008)

Ankur Mishra(2013014)

Chandraprakash(2013020)

Harmandeep singh(2013026)

Megha Awasthi(2013032 )



CERTIFICATE

This is to certify that Ankur Mishra, Abhishek kumar, Megha Awasthi,

Chandraprakash, Harmandeep Singh , Amit Mishra the students of PGDM 1st

year batch of Apeejay Institute of Technology, School of Management, in

Greater Noida have done the project on “COMPARATIVE STUDY OF SMALL

BUSINESS ENTERPRISES (DAWAT RESTURANT AND THE YELLOW CHILLI) ” under

my supervision and guidance. I understand this project report is being

submitted to Apeejay Institute of technology-School of Management Greater

Noida for award of PGDM. To the best of my knowledge, this report has not

been submitted to any other University for award of any other degree.

MS. DEEPTI SINHA

(Guide)



ACKNOWLEDGEMENTS

We would like to express our greatest gratitude to the people who have helped

& supported us throughout our project. We are grateful to our teacher

Ms.Deepti Sinha & other Faculty for their continuous support for the project,

from initial advice & contacts in the early stages of conceptual inception &

through ongoing advice & encouragement to this day.

A special thank of our, goes to our colleague who helped us in completing theproject & they exchanged their interesting ideas, thoughts & made this project

easy and accurate. We also like to thanks the manager and staff of „DAWAT

RESTURANT and THE YELLOW CHILLI‟ ,for their kind support.

We wish to thanks our parents for their undivided support and interest who

inspired us and encouraged us to go our own way, without whom we would be

unable to complete my project. At last but not the least we want to thanks my

friends who appreciated us for our work and motivated us and finally to God

who made all the things possible...



Table of Contents

S.NO. Particulars Page No.

01. CHAPTER -1

INTRODUCTION OF SMALL BUSINESS ENTERPRISES

OBJECTIVES OF THE STUDY

LIMITAIONS

02. CHAPTER -2

THE YELLOW CHILLI & DAWAT RESTAURANT

DESCRIPTION OF THEE YELLOW CHILLI

DESCRIPTION OF DAWAT RESTAURANT

03. CHAPTER –3

APPROACHES TOWARDS STUDY

04. CHAPTER -4

FINDINGS

05. CHAPTER 5

CONCLUSION

06 REFERENCES

07 ANNEXURE: INTERVIEW SCHEDULE



CHAPTER 1

INTRODUCTION

The term „Small business Enterprise‟ or Small and medium enterprises (SMEs)

or small and medium-sized businesses (SMBs) are companies whose

personnel numbers fall below certain limits. The abbreviation "SME" is used in

the European Union and by international organizations such as the World

Bank, the United Nations and the World Trade Organization (WTO). Small

enterprises outnumber large companies by a wide margin and also employ

many more people. SMEs are also said to be responsible for driving innovation

and competition in many economic sectors.

Small Scale Industrial Undertakings

The following requirements are to be complied with by an industrial

undertaking to be graded as Small Scale Industrial undertaking w.e.f.

21.12.1999

An industrial undertaking in which the investment in fixed assets in plant and

machinery whether held on ownership terms on lease or on hire purchase

does not exceed Rs 10 million.

(Subject to the condition that the unit is not owned, controlled or subsidiary of

any other industrial undertaking)

Explanation: For the purpose of this note:-

(a) "Owned" shall have the meaning as derived from the definition of the

expression "owner" specified in clause (1) of section 3 of the said Act;



(b) "Subsidiary" shall have the same meaning as in clause (47) of section 2,

read with section 4, of the Companies Act, 1956 (1 of 1956);

(c) The expression "controlled by any other industrial undertaking" meansas under:-

(i) Where two or more industrial undertakings are set up by the same

person as a proprietor, each of such industrial undertakings shall be

considered to be controlled by the other industrial undertaking or undertakings,

(ii) where two or more industrial undertakings are set up as partnership

firms under the Indian Partnership Act, 1932 (1 of 1932) and one or more

partners are common partner or partners in such firms, each such undertaking

shall be considered to be controlled by other undertaking or undertakings,

(iii) Where industrial undertakings are set up by companies under theCompanies Act, 1956 (1 of 1956), an industrial undertaking shall be

considered to be controlled by other industrial undertaking if:-

(a) The equity holding by other industrial undertaking in it exceeds twenty

four per cent of its total equity; or

(b) the management control of an undertaking is passed on to the otherindustrial undertaking by way of the Managing Director of the first mentioned

undertaking being also the Managing Director or Director in the other industrial

undertaking or the majority of Directors on the Board of the first mentioned

undertaking being the equity holders in the other industrial undertaking in

terms of the provisions of the following items (a) and (b) of sub-clause (iv);



(iv) the extent of equity participation by other industrial undertaking or

undertakings in the undertaking as per sub-clause (iii) above shall be worked

out as follows:-

(a) The equity participation by other industrial undertaking shall include both

foreign and domestic equity;

(b) equity participation by other industrial undertaking shall mean total equity

held in an industrial undertaking by other industrial undertaking or

undertakings, whether small scale or otherwise, put together as well as the

equity held by persons who are Directors in any other industrial undertaking or

undertakings even if the person concerned is a Director in other Industrial

Undertaking or Undertakings;

(c) equity held by a person, having special technical qualification and

experience, appointed as a Director in a small scale industrial undertaking, to

the extent of qualification shares, if so provided in the Articles of Association,

shall not be counted in computing the equity held by other industrial

undertaking or undertakings even if the person concerned is a Director in other

industrial undertakings or undertakings;

(v) where an industrial undertaking is a subsidiary of, or is owned or

controlled by, any other industrial undertaking or undertakings in terms of sub-

clauses (i); (ii); or (iii) and if the total investment in fixed assets in plant and

machinery of the first mentioned industrial undertaking and the other industrial

undertaking or undertakings clubbed together exceeds the limit of investment

specified in paragraphs (1) or (2) of this notification as the case may be, none

of these industrial undertakings shall be considered to be a small scale or

ancillary industrial undertaking.

Note 2-



(a) In calculating the value of plant and machinery for the purposes of

paragraphs (1) and (2) of this notification, the original price thereof,

irrespective of whether the plant and machinery are new or second hand, shall

be taken into account.

(b) In calculating the value of plant and machinery, the following shall be

excluded, namely:-

(i) the cost of equipment‟s such as tools, jigs, dies, moulds and spare parts

for maintenance and the cost of consumable stores;

(ii) The cost of installation of plant and machinery;

(iii) The cost of research and development equipment and pollution control

equipment;

(iv) The cost of generation sets and extra transformer installed by the

undertaking as per the regulations of the State Electricity Board;

(v) The bank charges and service charges paid to the National Small

Industries Corporation or the State Small Industries Corporation;

(vi) The cost involved in procurement or installation of cables, wiring, bus bars,

electrical control panels (not those mounted on individual machines), oil circuit

breakers or miniature circuit breakers which are necessarily to be used forproviding electrical power to the plant and machinery or for safety measures;

(vii) The cost of gas producer plants;

(viii) Transportation charges (excluding of sales tax and excise) for

indigenous machinery from the place of manufacturing to the site of the

factory;



(ix) Charges paid for technical know-how for erection of plant and

machinery;

(x) Cost of such storage tanks which store raw materials, finished productsonly and are not linked with the manufacturing process; and

(xi) Cost of fire fighting equipment.

(c) In the case of imported machinery, the following shall be included in

calculating the value, namely:-

(i) Import duty (excluding miscellaneous expenses as transportation from the

port to the site of the factory, demurrage paid at the port);

(ii) The shipping charges;

(iii) Customs clearance charges; and

(iv) Sales tax.

Every industrial undertaking which has been issued a certificate of registration

under section 10 of the said Act or a license under sections 11, 11A and 13 of

the said Act by the Central Government and are covered by the provisions of

paragraphs (1) and (2) above relating to the ancillary or small scale industrial

undertaking, may be registered, at the discretion of the owner, as such, within

a period of one hundred and eighty days from the date of publication of this

notification in the Official Gazette.

Ancillary Industrial Undertakings



The following requirements are to be complied with by an industrial

undertaking for being regarded as ancillary industrial undertaking: -

An industrial undertaking which is engaged or is proposed to be engaged inthe manufacture or production of parts, components, sub-assemblies, tooling

or intermediates, or the rendering of services and the undertaking supplies or

renders or proposes to supply or render not less than 50 per cent of its

production or services, as the case may be, to one or more other industrial

undertakings and whose investment in fixed assets in plant and machinery

whether held on ownership terms or on lease or on hire-purchase, does not

exceed Rs 10 million.

Tiny Enterprises

Investment limit in plant and machinery in respect of tiny enterprises is Rs 2.5

million irrespective of location of the unit.

Women Entrepreneurs

A Small Scale Industrial Unit/ Industry related service or business enterprise,

managed by one or more women entrepreneurs in proprietary concerns, or in

which she/ they individually or jointly have a share capital of not less than 51%

as Partners/ Shareholders/ Directors of Private Limits Company/ Members of

Cooperative Society.

Small Scale Service & Business (Industry related) Enterprises (SSSBEs)

SSSBEs industry related service/ business enterprises with investment upto

Rs 500,000 in fixed assets, excluding land and building, are called Small Scale

Service/ Business Enterprises This limit has been raised to Rs.1 million w.e.f.

September 2000.



I. Illustrative list of recognised Small Scale (Industry-related) Service and

Business Enterprises

II. Illustrative list of Activities not recognised as Small Scale (Industry-related)Service and Business Enterprises

The Government of India has enacted the Micro, Small and Medium

Enterprises Development (MSMED) Act, 2006 in terms of which the definition

of micro, small and medium enterprises is as under:

(a) Enterprises engaged in the manufacture or production, processing orpreservation of goods as specified below:

(i) A micro enterprise is an enterprise where investment in plant and machinery

does not exceed Rs. 25 lakh;

(ii) A small enterprise is an enterprise where the investment in plant and

machinery is more than Rs. 25 lakh but does not exceed Rs. 5 crore; and

(iii) A medium enterprise is an enterprise where the investment in plant and

machinery is more than Rs.5 crore but does not exceed Rs.10 crore.

In case of the above enterprises, investment in plant and machinery is the

original cost excluding land and building and the items specified by the

Ministry of Small Scale Industries vide its notification No.S.O.1722 (E) datedOctober 5, 2006.

(b) Enterprises engaged in providing or rendering of services and whose

investment in equipment (original cost excluding land and building and

furniture, fittings and other items not directly related to the service rendered or

as may be notified under the MSMED Act, 2006 are specified below.



(i) A micro enterprise is an enterprise where the investment in equipment does

not exceed Rs. 10 lakh;

(ii) A small enterprise is an enterprise where the investment in equipment ismore than Rs.10 lakh but does not exceed Rs. 2 crore; and

(iii) A medium enterprise is an enterprise where the investment in equipment is

more than Rs. 2 crore but does not exceed Rs. 5 crore.

Small businesses are normally privately owned corporations, partnerships, or

sole proprietorships. What constitutes "small" in terms of government supportand tax policy varies depending on the country and industry. Small businesses

range from 15 employees under the Australian Fair Work Act 2009, 50

employees according to the definition used by the European Union, and fewer

than 500 employees to qualify for many U.S. Small Business Administration

programs. However, in 2006 there were over 18,000 "small businesses" with

over 500 employees that accounted for half of all the employees employed by

all "small business". Small businesses can also be classified according to

other methods such as sales, assets, or net profits.

Small businesses are common in many countries, depending on the economic

system in operation. Typical examples include: convenience stores, other

small shops (such as a bakery or delicatessen), hairdressers, tradesmen,

lawyers, accountants, restaurants, guest houses, photographers, small-scale

manufacturing, and online businesses, such as web design and programming,

etc.



AN OVERVIEW GROWTH AND SCOPE OF SMALL BUSINESS

ENTERPRISE IN INDIA

India has got tremendous scope for investors and entrepreneurs as far as

business opportunities are concerned. Especially India has always been in the

limelight in terms SME business. By SME business, we mean small and

medium enterprises that maintain revenues or a number of employees below a

certain standard. Every country has its own definition of what is considered as

a small and medium-sized enterprise. In India, an industrial undertaking that

has investments in fixed assets which do not exceed more than Rs.10 millionfalls under the category of small business. A small-sized enterprise is a

company with less than 50 employees while a medium-sized enterprise is one

with fewer than 250 employees.

The SME business opportunity in India can be seen in possibly every sector -

financial services, telecom, education, automobiles, media, food, real estate

and so on. This makes India a hub for best small business opportunity in

various segments. Thus, one who wishes to explore the business opportunity

in India must have a look at the SME and retail business ideas to get an idea

about the business scenario in India.

New opportunities in SME business

The SME business market of India is large and bubbling with newer

opportunities. Increased purchasing power and consumerism is what drives

the business scenario in India. Thus, there is an opportunity for competitive

advantage that can benefit investors and entrepreneurs to a large extent. An

investment in any best small business opportunity promises lucrative returnsand success in less time.



THE IMPORTANCE OF SMALL MEDIUM ENTERPRISES

Most of the international economies depend basically on the role of SMEs in

supporting the national economy in different countries. The Egyptian economythroughout history contained large number of small projects which constituted

major element in that economy.

In general, the importance of the small projects can regarded to different

reasons, including:

1- Their ability to use capital in relatively high productivity.

2- Being highly specialized makes them more able to produce a major

reduction in production costs.

3- Their high ability of innovation.

4- The high skills that their labours should have.



LIMITATIONS OF SMALL BUSINESS

While the small entrepreneurs can set up a unit even with less capital, enjoyquick Returns and have the flexibility to handle the vagaries of the market,

they have to

Face many problems like the following:

1. Paucity of Finance: The small entrepreneurs possess a weak financialstructure and find it extremely difficult to obtain credit because of lack ofcollateral security. This acts as a big handicap, especially in the initial stages,in most of their operations like their ability to hire the best workers or topurchase the latest machinery and equipment or to acquire sophisticatedTechnology.

2. Poor availability of power and other infrastructure: Though infra- Structuralbottlenecks are problems for big businesses too, yet they can overcome theseproblems to some extent because of their financial strength

E.g. generating their own power, or even influencing the government inframing its policies sometimes. The small entrepreneur on the other hand hasto battle with them.

3. Obsolete Technology: Most small businesses use old technologies becausethey cannot afford better. As a result the quality of their goods is inferior andthe cost of production is higher than in case of other big ventures. This hasacted as a serious handicap especially after opening up of the economy whenthey have had to compete with imported goods.

4. Marketing Problems: The small entrepreneur cannot supply standardizedgoods of high quality and as a result cannot compete with products of largecompanies or MNCs. They usually do not have a brand name or loyalty, asthere are hardly any funds for advertising or sales promotion. All these

Increase their marketing woes.

5. Poor Managerial and Organizational Skills: usually the entrepreneur has toperform a multitude of diverse functions invariably without having anyexposure to professional education or formal training.

The large sector on the other hand can hire the best qualified and trainedpeople.

6. High Incidence of Sickness 7 out of 10 small businesses usually fall sickand die within 3to5 years. Main causes for this are a wrong choice of product,



poormanagerial skills, lack of experience, and poorquality of products becauseof the use of old technologies, etc.

Apart from the above-mentioned problems the small entrepreneur has weak

bargaining power to deal with suppliers and financial institutions, has to facebureaucratic red tapism and is unable to invest in R & D. After the opening upof the economy the small sector has been finding it extremely difficult tocompete with the high quality goods available in the market.

HOW TO SET UP A SBE

The main steps involved in setting up a Micro, Small & Medium Enterprise are

as below:-

(a) Project Selection

(b) Technology and Machinery

(c) Arranging Finance

(d) Unit Development

(e) Filing of Entrepreneurs‟ Memorandum & Addresses of DICs

(f) Approvals

(g) Clearances

(h) Quality Certification



OBJECTIVES OF STUDY

The different objective for making this minor project are as follows:-

1. to compare between these two SBE, to find out their differences.

2. to know the capital invested in these enterprises and their annual turnover.

3. to compare the marketing mix (4Ps) or strategy used by these enterprises,

4. to know the number of their employees and their salary structure

5 .to evaluate the growth of these enterprises

6. to know difference between the number of footfall per day , area, service

provided and environment



LIMITATIONS OF STUDY

It was difficult to get appointment from these two enterprises.

It was also not easy to gather all the members of our group at

the same time for conducting interview, taking appointment,

preparing project.

There was not enough time to prepare this project.

There were few questions that they refused to answer due to

some secrecy. They didn‟t allow us to take the pictures of their kitchen.



CHAPTER 2

UNITS UNDER STUDY

THE YELLOW CHILLI RESTAURANT



SANJEEV KAPOOR is the most celebrated face of INDIAN CUISINE today.

Chef extraordinaire , tv show host, author of best selling cookbooks, architect

and winner of numerous culinary awards. Chef Kapoor is living his dream of

making Indian cuisine. The number one cuisine in the world. He had host the

best popular cookery show on ZEE TV which has been winning the best

cookery show award given by Indian television acadmy year after ever since

its inception in the year 2000.

As a restaurant consultant . SANJEEV KAPOOR has granted his franchise of

restaurant in both INDIA and abroad which have all been very well

appreciated. According to Kapoor , a chef without a restaurant is like an artist

without a canvas.

The yellow chilli promises a very tasty meal, without inviting ambience, friendly

service and good value for money. Every meal is prepared by our expert chef

and served with a smile by our enthusiastic service team.

The yellow chilli take great pride in bringing you the ultimate casual dining

experience where Indian Cuisine gets redefined.

Currently we are operational with 14 restaurants and have a roll out plan of

more restaurants pan India. They are very proud of the „The Yellow Chilli‟

concept and offer an excellent restaurant model for success, based on our

years of professional experience.. and hoards of smiling faces of satisfied

patrons. India is not only shining but evolving into an economy that would

ultimately go on to be the greatest, just like its cuisine. In order to expand TheYellow Chilli chain of restaurants we are identifying great people with flair and

commercial acumen to help us grow.

The yellow chilli quest for offering ultimate and authentic Indian cuisine in India

and abroad, the yellow chilli are open to having discussions with you about the

prospect of joining the our family as a partner or licensee to spread The Yellow

Chilli footprints far and wide.



IN JAGAT FORM MARKET GAAMA SECTER-1 their also a branch of THE

YELLOW CHILLI OPEN IN 2006 with 1.5 crore rupees investment. The owner

of This branch is MR. SAURAV KUMAR.

His motto to provide friendly but attentive service in an ambience that will

make people cherish their dining experience and make them come back for

more.

They believe in customer satisfaction with the serive and offering their request

by expert chef. And form 2006 to till now they have maintain their food quality.

And according them it‟s a best suitable place for food restaurant.

The yellow chilli offer only Indian and Chinese and their favourite or we can

say speciality is INDIAN PURAN SINK TARIWALA MURG

Their all food item are hygienic and they much care about cleanliness because

we know well clean is best way to attract customer so yellow chilli care about

cleanliness.

The yellow chilli have bar and restaurant in separate place. They provide bar

facility in at the place. Raw material is purchased fresh n quality product as

weekly basis. In the bar they prefer quality base product.

Their after build the business they invest 2.5 crore rupees investment per year

and its increasing year to year.

The yellow chilli annual turnover is 50 lakh rupees per year. Their are 40

person works in the yellow chilli in that watchman, clerk, waiter, manager,

branch manager are included. Their branch manager salary is One Lakh and

after manager is Fifty thousand and clerk and waiter are Fifteen thousand and

watchman is Ten thousand.



The yellow chilli is multi national brand of India and with 14 brand they are in

process to increase the number of restaurant.

DAWAT RESTAURANT

Dawat, a fine –dining Restaurant, located in the heart of triangle specializes in

authentic Indian cuisine. Dawat ,a favourite with business diners, is a

preferred choice for IN-house parties, banquets, weddings, and outdoor

caterings for private and corporate events .The selection at Dawat‟s bar and

wibe cellar never falls to wow our guests.

At dawat, we love sharing our passion for good food and knowledge of

flavours and spices with our guests. We truly understand the importance of

feeling relaxed and happy when you are out with friends and family.



Dawat Restaurant is a very prestigious Restaurant and is one of the finest

Restaurants for dining in Greater Noida. Dawat Restaurant is located at s

9,Gamma shopping complex, Gamma 1, Jagat Farm ,Greater Noida(Uttar

Pradesh).Dawat Restaurant was established in the year 2004.The Owners

name of Dawat Restaurant is MR. Vikas Bansal.The investment made for

establishing this Restaurant is around rupees1 crore. The cooking area of this

Restaurant is around 800 square feet.

All their dishes are prepared with utmost care using the finest ingredients and

authentic combination of spices. They believe in healthy eating and no artificial

colours, stock or food additives are used in their dishes. Indeed, all spices are

freshly grounded and prepared in their kitchen. Dawat restaurant promises a

very healthy, hygienic and tasty food. It is a multi cuisine restaurant especially

of Chinese and north Indian food. The speciality of this restaurant is kebabs

and curry. The price of food and drinks is reasonable. Dawat Restaurant food

is found to be very hygienic. Daily fresh raw material is supplied to the Dawat

restaurant. The hygienity of the food of the dawat restaurant is checked by the

dawat restaurant staff. Dawat restaurant is for vegetarian as well as for non

vegetarian people. Both Bar and Restaurant are in the same hall .Dawat

restaurant also provides home delivery.

Dawat restaurant provides a fine dining layout to its customers. It is a fully air

conditioned restaurant. The ambience of the Dawat restaurant is very good.

The tables and the cooking area of the restaurant is neat and clean. The

opening hours are from 11am to 11 pm.

Dawat Restaurant staff is very attentive and always serve the food well in time

to its customers. Currently 25 workers are in the Dawat restaurant. The annual

turnover of the dawat restaurant is about 1 crore 20 lakhs per annum. The



footfall per day is 75 to 80 customers. They pay near about 2 lakh rupees

among 25 employees working in the Dawat restaurant.

They are all dedicated to ensuring their customer enjoying their meal and

complete experience at Dawat.



CHAPTER 3

APPROACH TOWARDS STUDY

Since day one when we got this opportunity to prepare a minor project on

small business enterprises, first of all it was not easy for us to find two shops

of our choice then our whole team went to the market and came with a list of

shops on which we can do our project, and by group discussion and by

consulting our faculty, MS.DEEPTI SINHA we came to the decision that we

will do the comparative study between THE YELLOW CHILLI AND DAWAT

RESTAURANT.

DURATION /TIME OF STUDY

We spend almost one week on finding the shop and taking the appointment for conducting

interview.

Then we spend one week more in conducting two rounds of interview on both the food

restaurant.

After taking the interview we finally take another week in completing this project.

APPOINTMENTS

DAWAT RESTAURANT -first interview on 25th november

Second interview on 12 th december

THE YELLOW CHILLI –We counducted only one interview in this restaurant

on 12th December



CHAPTER 4

FINDINGS OF THE STUDY

ON THE BASIS THE YELLOW CHILLI DAAWAT

RESTAURANT

OWNER‟s NAME Mr. SAURAV KUMAR Mr. VIKAS BANSAL

ESTABLISHED 2006 2004

CAPITAL ON

ESTABLISHMENT

1.5 Crore 1 crore

SOURCE ON CAPITAL Self employed Self employed

TURNOVER 30lakh per month 10 lakh per month

AREA VISE

DIFFERENCE

Seprate bar at 1s floor and

restaurant at ground floor

Both bar and restaurant at

same place

COOKING AREA 900 Square feet 800 Square feet

FOOTFALL PER DAY 80-90 persons 75-80 persons

WORKERS 40 25

TOTAL SALARY PAID

TO WORKER

Approx 4 lakh Approx 2lakh

CURRENT

INVESTMENT

2.5 Crore 1 crore

SPECIALITY Puran sink tariwala murg and

Indian dises

Kabbab and currys

OTHER BRANCH 14 branch through out india Single

SALARY Min 7 thousands

Max. 40 thousands

Min 10 thousands

Max. 50 thousands



CHAPTER 5

CONCLUSION

After going through the above study we found several differences and some

similarities between THE YELLOW CHILLI AND DAWAT RESTAURANT. We

have drawn sereval conclusions these are follows:-

The investment made by THE YELLOW CHILLI (1.5 cr) is more than

DAWAT restaurant (1cr.) at the time of establishment. Now the currentinvestment 2.5 cr and 1 cr respectively, its show the growth that The

yellow chilli introduced one crore capital to their enterprises while

DAWAT run at same investment. Dawat had not changed their style of

services and food too much in compare to The yellow chilli.

Income of The yellow chilli (30L/month) is much higher than Dawat

(10L/month) and they are in increasing it. The number of worker of The yellow chilli (40) is much higher then

Dawat restaurant(25)

The yellow chilli is dealing with more number of customer than Dawat

restaurant.

The yellow chilli has seprated their bar and restaurant and provide ample

space for their customer while Dawat has both bar and restaurant atsame places that may become a problem for the customer who don‟t like

liqure.

Dawat has made a seprate cabin for family party which we like the most

.



REFERENCES

Google.co.in

Wikipedia.com Scribd.com

Slide sharezszsss .com



ANNEXURE

INTERVIEW SCHEDULE

1. Owners Name ...........................................................

2. Year of establishment.................................................

3. How many varieties of food do you serve

...............................................................................

4. What is the speciality of your restaurant

.......................................................................................

5. What is the investment made by you in starting the business?

........................................................................

6. Are your price reasonable ...........................................

7. Do you think customer are satisfied with the

service.............................................................................

8. Do you maintain the quality food

product............................................................................

9. Do you think the place of your food restaurant is suitable? If

not , then where would you like to set up your business

again?...............................................................................

10 Why have you chosen this business?



.......................................................................................

Cooking area ..................................................................

.......................................................................................

Hygiene.............................................................................

........................................................................................

Cleanliness.........................................................................

..........................................................................................

Layout................................................................................

...........................................................................................

Raw material supply............................................................

.............................................................................................

Disposal of waste.................................................................

............................................................................................

11. Annual turnover................................................................

12. Current investment.........................................................

13. Footfall Per

day..........................................................................

14. No of workers.................................................................

15. Criteria of salary............................................................

minor project 2nd trimestetr

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