Micro, Small and Medium Enterprises (MSMEs) Project On Garden palace hotels and resorts pvt.

ltd

SUBMITTED TO SYMBIOSIS INTERNATIONAL UNIVERSITY, PUNE (Towards Partial Fulfillment of Requirements of Bachelors of Business Administration) Submitted By: Aakash walia Abhishek purohit Ashmit grover (BBA Vth Semester)

Symbiosis Centre for Management Studies, Noida (Constituent of Symbiosis International University) Sector 62, Block A, Plot No. 47 & 48, Noida 201301 Tel.+91-120-2405067 | +91-120-2405065, Fax No. +91-120-2405066

ACKNOWLEDGEMENT

This report is made possible through the help and support from everyone who has helped us learn with enjoyment. Especially, please allow us to dedicate our acknowledgment of gratitude toward the following significant advisors and contributors: . we would like to thank our professors Mr. Bharat Bhushan and Ms. Bharti Wadhwa for giving us an opportunity to work with an MSME and gather information about the industry.

COMPANY PROFILE

The restaurants DINE IN is a subsidiary of a garden palace hotels and resorts pvt ltd. As this company is newly formed by three persons with the motive of taking this company all around the world and serving to people taste.
Mission Statement The company's goal is that of a multi-faceted success. Our first responsibility is to the financial well-being of the restaurant. We will meet this goal while trying to consider; 1) the effect of our products on the health and well being of our customers (and our staff), 2) the impact that our business practices and choices will have on the environment, and 3) the high quality of attitude, fairness, understanding, and generosity between management, staff, customers, and vendors. Awareness of all these factors and the responsible actions that result will give our efforts a sense of purpose and meaning beyond our basic financial goals. A suitable site for the first restaurant was found last month and lease negotiations are in the final stages. The location will be on the main bypass road of the city, just outside and close to a dense population of the target market. When the lease is signed there will be three months of free rent for construction and in that time the balance of the start-up funds must be raised. With that phase completed, Dine in Restaurant can then open and the operations phase of the project can begin. Goals Abonda is an innovative concept that targets a new, growing market. We assume that the market will respond, and grow quickly in the next 5 years. Our goals are to create a reputation of quality, consistancy and security (safety of food) that will make us the leader of a new style of dining. Service There will be three ways a customer can purchase food. They may sit down at one of the 54 seats in the dining room and get full service from a waitperson. A separate take-out counter will service those who wish to pick up their food. Most take-out food will be prepared to order with orders coming from either the telephone or fax. Delivery (an indirect form of take-out) will be available at certain times and to a limited area. Future Opportunities There is a market segment that prefers to eat this type of cooking at home although they do not have the time to cook. There are already caterers and even mail order companies that provide individuals and families with up to a month's supply of pre-prepared meals. This opportunity will be researched and developed on a trial basis. If successful, it could become a major new source of income without creating the need for additional staff or production space.

Marketing and advertisement

Finding out the market trend of the locality: Planning

The #1 failure in marketing plans: no clear measures of success You must differentiate to avoid becoming a price-driven commodity Not a lot of hotels know where their market position is. Define and position yourself. On net search sites, hotels should move away from price commoditization by providing product-level custom messages to differentiate their offers To find differentiating factors, thoroughly study the service you offer and interview the people that provide it If you spend your resources like everyone else, youll get results like everyone else. Breakthrough campaigns often require unusual approaches. Selling to your best guests is the best way to maximize profits. Setup systems for recognizing and rewarding these people. Identify and test the key strategies your marketing plan hinges upon. The more facts and research you can include in your plans, the better. Hard data is far more valuable than guesswork. Decide what success means to you. Its different for everyone. Spend the large majority of your time trying to reach the most likely buyers instead of the entire market. The smaller the target, the bigger the bulls eye.

STRATEGIES: Find Prospective Guests Where They Are Already Looking For Accommodations Give Them What They Want Live Up To The Guests' Expectations and Stay In Touch USE FLICKR (website)/ Facebook / Twitter Go for regular market surveys and research. Fill up the survey questionnaire regularly for taking guest feedback. Ads on newspapers, hoardings in the city and nearby areas Send regular mails to guests providing hotel visibility. Send regular sms to guests introducing the hotel and to promote it. Extensive market penetration is required.

Research methodology

An interviewer can be administered and in-office surveys used to collect data from hotel managers. A questionnaire designed based on ideas gleaned in the literature study. It should contain structured and unstructured questions, and pre-tested among hotel managers (general and marketing managers) before it is fielded. The questionnaire consists of several sections. The first section introduces the questionnaire and poses a number of screening questions. The next section determines the composition of the hotels guests. The third section measures the importance of competitive marketing strategies being utilised and the management of supply and demand at the hotel. The last section of the questionnaire deals with demographic and general questions.

The fact that a service organisation such as a hotel cannot store its services is not problematic but only when demand is steady and foreseeable. In reality, service organisations such as hotels experience demand that varies significantly. This variation can take a number of forms.aily variation . The demand levels vary according to time of day: a hotel restaurant is busier during meal times than during the rest of the day. Weekly variation . A hotel located in a scenic area away from a city is busier over weekends than during the week. Seasonal variation . A resort hotels occupancy is higher during holidays than during out-of-season periods. Cyclical variation . The demand for hotel accommodation varies according to the economic conditions in the country or region where the hotel is located. Unpredictable variation . Demand for hotel accommodation can decrease sharply when a terrorist attack or natural disaster occurs in proximity to the hotel. In a situation of under-demand, or oversupply, the organisation could seek greater diffusion into the market by proactively contacting customers or it could reposition service offerings. It might offer different and alternative services, including complimentary and convenience services (such as meals included in room rates, or valet parking). It could increase advertising, or offer discounts or lower prices, or follow segments whose demands change according to season. It could also initiate marketing programmes targeted at particular segments, or use idle employees as walking advertisements, or market services under exchange agreements.

MARKETING AND SALES PLAN (PRICING): Positioning Positioning is an important strategy that an organisation might utilise to create, and sustain, competitive advantage. Once a service organisation has identified its target market, the next step is to clearly position its service offering which it wants to compete, and then position its services in a clear and unique way.

It is important to establish the different positioning criteria along which service offerings can be positioned. Specific product or service attributes. A hotel promotes to business travellers the fact, for example, that it is located in the heart of a financial centre. Benefits or needs. A hotel decides to focus on specific services offered to the business segment. These services might include, for example, Internet access and document delivery. Usage occasions. A hotel positions itself to conference organisers as ideally suited for hosting conferences.

User categories. A hotel positions itself as meeting the needs of business customers rather than individual customers. Positioning by competitor. A hotel positions itself as having better facilities than those of all other hotels in a particular area. Positioning by product class. A hotel positions itself as a conference hotel rather than as a leisure hotel. Positioning by price and quality. A hotel might position its brand at the high end of the market as a premium hotel, or at a more competitive price at the lower end of the market.

Positioning by cultural or national symbols. A hotel could tie itself to a cultural symbol. To sustain competitive advantage and suitably position an offering for the duration of its existence, it is crucial for the organisation to identify the phase of the service life cycle in which the offering finds itself. The placement of the offering in the service life cycle will determine the marketing strategies that are appropriate to addressing the challenges of the phase in question.

Service life cycle The hotel needs to proactively manage the service mix it is offering, by applying a suitable selection of strategies. For example, a hotel finding its service offering in the growth phase of its service life cycle will focus on getting customers to prefer its brand to the brands of competitors. A hotel that is able to compete successfully in its industry through (1) the 3creation of a sustainable competitive advantage for its service offering, and (2) positioning its service offering successfully in relation to its competitors throughout the life cycle of that offering, will eventually retain customers. Such a hotel should ensure that it has the necessary systems and strategies in place to manage the demand for its offering. In addition to managing demand, the hotel needs to manage its capacity, or ability to supply the demand made by its customers.

Managing supply and demand

View demand management as an attempt to shift demand, while capacity or supply management is seen as a response to demand. Since services are perishable, managing demand and capacity (or supply) is critical in the hospitality industry.

Demand and supply do not always match. The supply of services by a hotel may exceed the demand from customers in quiet times; demand from customers may exceed the ability of the hotel to supply the required services during peak times. When supply exceeds demand, a hotel is left with unused resources: rooms, restaurant seating and conference facilities, among other things. When demand exceeds supply and there are no rooms or restaurant seating available the hotel may have no other option than to turn potential customers away.

In a properly designed and managed service organisation, the capacity of the facility, the supporting equipment and the service personnel should all be in balance with one another and with demand for the services offered. Operations should be designed in such a way as to limit the chances that a bottleneck might occur in the system. This is not always attainable: demand levels fluctuate unpredictably in the hotel industry. It is also difficult to minimise bottlenecks, since the time and effort it takes to personally serve individual customers varies greatly.

Using systematic sampling. Drop down substitution was used to compensate for non response error. This method can be used when a researcher employs systematic sampling. In this study ,drop-down substitution entailed contacting the next hotel manager on the list immediately. Following the name of the hotel manager who had refused to respond. It goes without saying that the substitution could not be up for interviewing on the original sampling list.

In order to determine whether a significant association existed between the mean response of the two groups group or branded, as opposed to private/owner-managed hotels), Fishers Exact Test was used. A Phi coefficient was computed in order to signify the strength of the associations between the variables. In order to determine whether a significant association existed between the mean responses of more than two

DINE IN HR Policies Human Resource Managament

EXISTING HUMAN RESOURCE :1.Operation manager 2.Executive manager 3.Kitchen staff C.D.P 1 for Indian (CHEF DE PARTY) C.D.P 2 for chinese C.D.P 3 for continental Stewards House keeping 4.Food and Beverage Manager 5.Assistant 6.Accountant 7.Billing Manager

HUMAN RESOURCE (H.R) POLICIES Hygiene and Dress Personal hygiene and dress code policies are of particular importance in the restaurant business. It's important to set strict policies related to our uniform standards or dress code if you allow our employees to choose their own attire. Decide whether we will set policies related to employee piercings and tattoos. Require that employees wear non-slip shoes, especially in the kitchen and other food preparation areas to prevent injuries. Keep hair and beard nets available for employees and require them to wear their hair tied back and contained in a net for food safety reasons. Food Safety Some of the most important employment policies for our restaurant are policies that relate to food safety and handling. Outline policies and training guides for your employees with respect to crosscontamination, sanitizing methods for dishes and utensils and guidelines on how long certain foods can be

safely stored. Include policies related to cleaning food preparation and storage areas with sheets for employees to initial indicating that they have cleaned their work areas at regular intervals. Check our state and local laws for specific regulations related to food handling and safety and ensure that your employees know and follow these health laws. Other Considerations Include policies related to schedules, breaks, payroll and benefits in our employee handbook. Putting these policies in writing makes employees aware of how their schedules might change and how often, when we are entitled to a break and whether those breaks are paid or unpaid. Specifying payroll dates, times and methods prevents unnecessary employee questions related to compensation. List the benefits our employees will receive, even if we do not offer insurance policies. Benefits can extend to things such as holiday pay, meals or discounts for family members. Set a strict policy for tip reporting for our servers. Include information on where they can obtain a tip reporting sheet and set a policy regarding how often they must report their tips for tax purposes. Recruitment and Selection HR's integral role and responsibilities in the recruitment and selection process involve creating job descriptions, advertising job vacancies, conducting preliminary interviews and processing new hire paperwork. Recruiters often belong to industry-specific professional associations and networks to improve the restaurant's visibility and the chances of recruiting the best candidates.

Certifications Restaurants in most states that serve alcoholic beverages must have TIPS-certified employees. TIPS certification means employees serve alcoholic beverages responsibly and are capable of determining when customers reach consumption limits that expose the restaurant to liability. In addition, restaurant employees often need to be tested for communicable diseases and trained for proper food handling. HR coordinates training and verifies health- and food-related certification. On-Boarding HR develops appropriate orientation and on-boarding programs for new employees. HR staff deliver orientation training for new workers that covers workplace policies as well as service standards. Service standards include restaurant-specific guidelines, such as timing for customer service, preparation guidelines and plate presentation.

HR Training Restaurant managers are responsible for managing work force issues; therefore, HR trains managers on how best to handle HR matters that can be resolved without the assistance of the HR department. HR's responsibility includes training restaurant floor managers on resolvable performance issues and employee relations matters, such as addressing employee suggestions and concerns. Compensation and Benefits Surveying and setting competitive wages, as well as payroll processing are functions HR staff handle for restaurants. For employers that provide employee benefits, HR negotiates rates for group health plans and

monitors the administration of retirement savings programs. In addition, HR monitors open enrollment for company benefits, a task few restaurateurs want to deal with.Employees who have passed their probationary period are provided the following benefits. A number of the programs (such as Social Security, workers' compensation, state disability, and unemployment insurance) cover all employees in the manner The following benefit programs are available to employees: Holidays Vacation Benefits Sick Leave Compliance HR staff maintains the restaurant's compliance with employment regulations such as the Fair Labor Standards Act, a federal law that governs minimum wage and overtime pay. Some restaurants may be especially prone to FLSA violations because of the long hours and low wages for restaurant workers. HR also ensures the restaurant complies with other federal and state fair employment practices. This can help reduce the risk of harassment and hiring discrimination lawsuits. Some restaurants collect and divide tips, some keep a percentage of tips put on credit cards while others do little to oversee gratuities. This can come back to bite the establishment at tax time if workers and managers dont follow proper rules. Proper Staffing Hiring without a plan can lead to taking on employees with attractive work histories who might not be best suited for our restaurant. For example, we are not an experienced restaurateur, the chef needs to take the lead in creating a menu. If the chef was hired for his cooking skills, rather than his ability to create menus that bring in customers and turn a profit, this can hurt the business. A qualified HR manager of a restaurant creates a detailed organization chart that lists the titles of each position needed and creates detailed, written job descriptions to ensure each position brings maximum value to the establishment. Proper Training No restaurant manager or server should ever tell a customer, Im new here, as an excuse for not being able to answer a basic question. A qualified restaurant HR manager hires staff before they are needed to fill a hole, allowing the manager to properly train each employee. This includes training kitchen staff in cooking techniques, food handling, expediting procedures and health department regulations. Servers should know the procedures for turning in tickets and should understand the menu to the point they can answer questions about each dish and upsell extra items.

Scheduling It only takes one key staff member going missing to throw a restaurant into panic mode during a busy serving. HR managers properly staff the restaurant each day, including having backup plans. This can include having wait staff on standby or having a stable of contract line cooks, bartenders and servers available and pre-trained. To avoid server favoritism in the dining room, an HR manager sets strict

guideline for a floor manager to seat customers. Employees should be required to get permission to switch schedules.

Policies and Procedures When a restaurant does not have written policies and procedures, it can lead to employees becoming lax when it comes to showing up on time, asking coworkers to take their shift without getting approval from a manager, finishing post-service breakdown duties and taking food home. A restaurant should set clear policies and procedures for its staff, put them in writing, communicate them to employees and enforce them. Forbidding employees, including kitchen staff, from taking any food home, including leftovers, can prevent overcooking, theft and potential lawsuits based on claims of food poisoning.

Probationary Period The probationary period is intended to give new employees the opportunity to demonstrate their ability to achieve a satisfactory level of performance and to determine whether the new position meets their expectations. The company uses this period to evaluate employee capabilities, work habits, and overall performance. Either the employee or the company may end the employment relationship at will at any time during or after the probationary period, with or without cause or advance notice. All new and rehired employees work on a probationary basis for the first 90 calendar days after their date of hire. Any significant absence will automatically extend a probationary period by the length of the absence. If the company determines that the designated probationary period does not allow sufficient time to thoroughly evaluate the employee's performance, the probationary period may be extended for a specified period. Performance Evaluations and Compensation Performance evaluations are conducted at the end of an employee's probationary period, to discuss job responsibilities, standards, and performance requirements. Additional formal performance reviews are conducted to provide both the company and employees the opportunity to discuss job tasks, identify and correct performance deficiencies, encourage and recognize strengths, and discuss positive, purposeful approaches for meeting goals. The performance of all employees is generally evaluated according to an ongoing 12-month cycle.Meritbased pay adjustments may be given to recognize truly superior performance and shall be at the sole discretion of the company. CHALLENGES :Every business, be it small, medium or large faces challenges some or the other way. The various challenges faced by Dine In chain of restaurants like inflation in food prices, seasonal demands, fluctuations in profit margin, uncertain government regulations, challenges in retaining workforce.

Drastic changes in prices of vegetables and other inputs makes it difficult for the restaurant to sell the dishes and other products at the same prices as it has a direct impact on the profit margins of the restaurant. Moreover, it is difficult to make alterations in the menu prices often,so prices have to be set keeping in mind a buffer price so that minimal price changes can be coped up with. Seasonal demands:- Some products like fish, makkikasaag are seasonal in nature which makes it difficult to manage in the rest of the times during their unavailability.

Retaining the workforce:-Being high in attrition rates, this industry faces a major challenge of retaining the employees.

FINANCE OF DINE-IN
PROJECTED SALE FOR DINE IN FOR STARTING SIX MONTH Target opening date 18th September 2013 Sale for September 2013

60 cover restaurant (PDR of 20 covers)

For the 1st thirteen days we are not taking any sale target or projection month.

Assuming there will be a per day 10,000 /- Rupees sale which will give Rs 1, 30,000 /- total sale for the October 2013

As per the up class restaurant segment review the APC will be Rs 400 /-.

We should segregate the sale in two aspects 1. Weekdays & 2. Weekend sale. Weekdays sale starts from Monday to Friday.

Weekend sale will be for Saturday & Sunday. Weekdays sale for lunch: 20 covers x 400 /- = Rs 8,000 /- x 23 Days = Rs 1, 84,000 /-

Weekdays sale for Dinner: 40 covers x 400 /- = Rs 16,000 /- x 23 Days = Rs 3, 68,000 /Weekend sale for lunch: 25 covers x 400 /- = Rs 10,000 /- x 8 Days = Rs 80,000 /-

Weekend sale for Dinner: 50 covers x 400 /- = Rs 20,000 /- x 8 Days = Rs 1, 60,000 /-

Total Sale for the Month Expense Head 1. Salary Rs 2,50,000 /-

Rs 7, 92, 000 /-

2. Administrative Cost 3. Food Cost 4. Electricity

Rs 40,000 /- ( 5 % of the Total sale )

Rs 3,16,800 /- ( 40 % of the total sale ) Rs 55,000 /- ( 7 % Of the total sale ) Rs 40,000 /- ( 5 % of the Total sale )

5. Promo & Advertisement

6. Rent

Total

Rs 7, 01,800 /-

Note: Rs 90,200 /- +

November 2013

Weekdays sale starts from Monday to Friday.

Weekend sale will be for Saturday & Sunday. Weekdays sale for lunch: 20 covers x 400 /- = Rs 8,000 /- x 23 Days = Rs 1, 84,000 /-

Weekdays sale for Dinner: 40 covers x 400 /- = Rs 16,000 /- x 23 Days = Rs 3, 68,000 /Weekend sale for lunch: 25 covers x 400 /- = Rs 10,000 /- x 8 Days = Rs 80,000 /-

Weekend sale for Dinner: 50 covers x 400 /- = Rs 20,000 /- x 8 Days = Rs 1, 60,000 /-

Total Sale for the Month Extra Business to be targeted. From November 2013

Rs 7, 92, 000 /-

Office parcel packets: Per Day minimum 10 parcel packets @ Rs 75 /- = Rs 750 /Total Sale for the Month Rs 750 x 21 Days = Rs 15,750 /Small partys and get together (Minimum of 20 Pax) at PDR @ Per head Rs 480 / In a month target should be at least 6 Parties Rs 480 /- x 20 x 6 = Rs 57,600 /So extra business generated for the month = Rs 73,350 /Total sale Rs 8, 65,350 /-

Expense Head 1. Salary Rs 2,50,000 /-

2. Administrative Cost 3. Food Cost 4. Electricity

Rs 40,000 /- ( 5 % of the Total sale )

Rs 3,16,800 /- ( 40 % of the total sale ) Rs 55,000 /- ( 7 % Of the total sale )

5. Promo & Advertisement 6. Rent

Rs 40,000 /- ( 5 % of the Total sale )

Total

Rs 7, 01,800 /-

Note: Rs 1, 63,550 /- +

December 2013

Weekdays sale starts from Monday to Friday.

Weekend sale will be for Saturday & Sunday. Weekdays sale for lunch: 20 covers x 400 /- = Rs 8,000 /- x 23 Days = Rs 1, 84,000 /-

Weekdays sale for Dinner: 40 covers x 400 /- = Rs 16,000 /- x 23 Days = Rs 3, 68,000 /Weekend sale for lunch: 30 covers x 400 /- = Rs 12,000 /- x 8 Days = Rs 96,000 /-

Weekend sale for Dinner: 60 covers x 400 /- = Rs 24,000 /- x 8 Days = Rs 1, 92,000 /-

Total Sale for the Month

Rs 8, 40, 000 /-

Extra Business to be targeted. From December 2013

Office parcel packets: Per Day minimum 10 parcel packets @ Rs 75 /- = Rs 750 /Total Sale for the Month Rs 750 x 21 Days = Rs 15,750 /Small partys and get together (Minimum of 20 Pax) at PDR @ Per head Rs 480 / In a month target should be at least 8 Parties Rs 480 /- x 20 x 8 = Rs 76,800 /So extra business generated for the month = Rs 92,550 /

Total sale

Rs 9,35,550 /-

Expense Head

1. Salary

2. Administrative Cost 3. Food Cost 4. Electricity 6. Rent

Rs 2,80,000 /-

Rs 40,000 /- ( 4.5 % of the Total sale ) Rs 3,46,153 /- ( 37 % of the total sale ) Rs 46,777 /- ( 5 % Of the total sale ) Rs 56,000 /- ( 6 % of the Total sale )

5. Promo & Advertisement

Total

Rs 7,68,930 /-

Note: Rs 1, 66,620 /- +

January 2014

Weekdays sale starts from Monday to Friday.

Weekend sale will be for Saturday & Sunday. Weekdays sale for lunch: 20 covers x 400 /- = Rs 8,000 /- x 23 Days = Rs 1, 84,000 /-

Weekdays sale for Dinner: 40 covers x 400 /- = Rs 16,000 /- x 23 Days = Rs 3, 68,000 /Weekend sale for lunch: 30 covers x 400 /- = Rs 12,000 /- x 8 Days = Rs 96,000 /-

Weekend sale for Dinner: 60 covers x 400 /- = Rs 24,000 /- x 8 Days = Rs 1, 92,000 /-

Total Sale for the Month

Rs 8, 40, 000 /-

Extra Business to be targeted. From January 2013

Office parcel packets: Per Day minimum 10 parcel packets @ Rs 75 /- = Rs 750 /Total Sale for the Month Rs 750 x 21 Days = Rs 15,750 /Small partys and get together (Minimum of 20 Pax) at PDR @ Per head Rs 480 / In a month target should be at least 8 Parties Rs 480 /- x 20 x 8 = Rs 76,800 /So extra business generated for the month = Rs 92,550 / Total sale Rs 9,35,550 /-

Expense Head 1. Salary Rs 2,80,000 /-

2. Administrative Cost 3. Food Cost 4. Electricity 6. Rent

Rs 40,000 /- ( 4.5 % of the Total sale ) Rs 3,46,153 /- ( 37 % of the total sale ) Rs 46,777 /- ( 5 % Of the total sale ) Rs 56,000 /- ( 6 % of the Total sale )

5. Promo & Advertisement

Total

Rs 7,68,930 /-

Note: Rs 1, 66,620 /- +

Assuming bar open from this month

February 2014

As per the up class restaurant segment review the APC for Bar will be Rs 300 /-. We should segregate the sale in two aspects 1. Weekdays & 2. Weekend sale. Weekdays sale starts from Monday to Friday.

Weekend sale will be for Saturday & Sunday. Weekdays sale for lunch: 20 covers x 400 /- = Rs 8,000 /- x 23 Days = Rs 1, 84,000 /-

Weekdays sale for Dinner: 40 covers x 400 /- = Rs 16,000 /- x 23 Days = Rs 3, 68,000 /Weekend sale for lunch: 30 covers x 400 /- = Rs 12,000 /- x 8 Days = Rs 96,000 /-

Weekdays sale for liquor for dinner: 45 Covers x 300 /- = Rs 13,500 /-x 23 Days = Rs 3,10,500 /Weekend sale for Dinner: 60 covers x 400 /- = Rs 24,000 /- x 8 Days = Rs 1, 92,000 /-

Weekend sale for liquor for dinner: 60 Covers x 300 /- = Rs 18,000 /-x 8 Days = Rs 1,44,000 /-

Total Sale for the Month Extra Business to be targeted. From February 2013

Rs 12,94 , 000 /-

Office parcel packets: Per Day minimum 15 parcel packets @ Rs 75 /- = Rs 1125 /Total Sale for the Month Rs 1125 x 21 Days = Rs 23,625 /Small partys and get together (Minimum of 20 Pax) at PDR @ Per head Rs 480 /Since drinks will be additional increase in sale will be Rs 6,000 /In a month target should be at least 8 Parties Rs 480 /- x 20 x 8 = Rs 76,800 /- + Rs 36,000 /- ( For Drinks)Rs 1,12,800/-

So extra business generated for the month = Rs 1,36,425 /Total sale Rs 14,30,425 /-

1. Salary

2. Administrative Cost 3. Food Cost 4. Electricity 6. Rent

Rs 3,15,000 /-

Expense Head

Rs 40,000 /- ( 4.5 % of the Total sale ) Rs 3,46,153 /- ( 37 % of the total sale ) Rs 46,777 /- ( 5 % Of the total sale ) Rs 56,000 /- ( 6 % of the Total sale )

5. Promo & Advertisement

Total

Rs 8,03,930 /-

Note: Rs 6, 26,495 /- +

March 2014

Weekdays sale starts from Monday to Friday.

Weekend sale will be for Saturday & Sunday. Weekdays sale for lunch: 20 covers x 400 /- = Rs 8,000 /- x 23 Days = Rs 1, 84,000 /-

Weekdays sale for liquor for lunch: 20 Covers x 300 /- = Rs 6,000 /-x 23 Days = Rs 1,38,000 /Weekdays sale for Dinner: 40 covers x 400 /- = Rs 16,000 /- x 23 Days = Rs 3, 68,000 /Weekend sale for lunch: 30 covers x 400 /- = Rs 12,000 /- x 8 Days = Rs 96,000 /Weekdays sale for liquor for dinner: 45 Covers x 300 /- = Rs 13,500 /-x 23 Days = Rs 3,10,500 /Weekend sale for liquor for Lunch: 40 Covers x 300 /- = Rs 12,000 /-x 8 Days = Rs 96,000 /Weekend sale for Dinner: 60 covers x 400 /- = Rs 24,000 /- x 8 Days = Rs 1, 92,000 /Weekend sale for liquor for dinner: 60 Covers x 300 /- = Rs 18,000 /-x 8 Days = Rs 1,44,000 /-

Total Sale for the Month Extra Business to be targeted. From March 2013

Rs 15,28 , 500 /-

Office parcel packets: Per Day minimum 15 parcel packets @ Rs 75 /- = Rs 1125 /Total Sale for the Month Rs 1125 x 21 Days = Rs 23,625 /Small partys and get together (Minimum of 20 Pax) at PDR @ minimum Rs 550 /- Per head Rs 480 /Since drinks will be additional increase in sale will be Rs 6,000 /In a month target should be at least 8 Parties Rs 480 /- x 20 x 8 = Rs 76,800 /- + Rs 36,000 /- ( For Drinks)Rs 1,12,800/-

So extra business generated for the month = Rs 1,36,425 /-

Total sale

Rs 16,64,925 /-

1. Salary

2. Administrative Cost 3. Food Cost 4. Electricity 6. Rent

Rs 3,15,000 /-

Expense Head

Rs 40,000 /- ( 4.5 % of the Total sale ) Rs 3,46,153 /- ( 37 % of the total sale ) Rs 46,777 /- ( 5 % Of the total sale ) Rs 56,000 /- ( 6 % of the Total sale )

5. Promo & Advertisement

Total

Rs 8,03,930 /-

Note: Rs 8,60,995 /- +