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 1
st

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 the
project & 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" means
as 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 the
Companies 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 other
industrial 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 equipments 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 for
providing 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 products
only 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 in
the 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 or
preservation 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) dated
October 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 is
more 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 support
and 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 million
falls 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 returns
and success in less time.
Reasons behind growth in SME business
There are various reasons due to which the small scale business in India has
witnessed a spurt of growth. Some of these factors are:
High contribution to domestic production
Low investment requirements
Significant export earnings
Capacities to develop appropriate indigenous technology
Operational flexibility
Contribution towards defences production
Technology - oriented industries
Import substitution
Location wise mobility
Low intensive imports
Competitiveness in the domestic market
Competitiveness in the export markets
The India small business opportunity is getting quite exciting and innovative
with the passing of every year. There are a lot of retail business ideas for
entrepreneurs who are interested to set up a SME business in India. However,
investors planning to invest in this sector must ensure that they make a wide
choice and use the resources available in the right way to reap the benefits.
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 economy
throughout 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, enjoy
quick 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 financial
structure and find it extremely difficult to obtain credit because of lack of
collateral 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 to
purchase the latest machinery and equipment or to acquire sophisticated
Technology.
2. Poor availability of power and other infrastructure: Though infra- Structural
bottlenecks are problems for big businesses too, yet they can overcome these
problems to some extent because of their financial strength
E.g. generating their own power, or even influencing the government in
framing its policies sometimes. The small entrepreneur on the other hand has
to battle with them.
3. Obsolete Technology: Most small businesses use old technologies because
they cannot afford better. As a result the quality of their goods is inferior and
the cost of production is higher than in case of other big ventures. This has
acted as a serious handicap especially after opening up of the economy when
they have had to compete with imported goods.
4. Marketing Problems: The small entrepreneur cannot supply standardized
goods of high quality and as a result cannot compete with products of large
companies or MNCs. They usually do not have a brand name or loyalty, as
there 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 to
perform a multitude of diverse functions invariably without having any
exposure to professional education or formal training.
The large sector on the other hand can hire the best qualified and trained
people.
6. High Incidence of Sickness 7 out of 10 small businesses usually fall sick
and die within 3to5 years. Main causes for this are a wrong choice of product,
poormanagerial skills, lack of experience, and poorquality of products because
of 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 face
bureaucratic red tapism and is unable to invest in R & D. After the opening up
of the economy the small sector has been finding it extremely difficult to
compete 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 didnt 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 The
Yellow 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 its 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 Dawats 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
OWNERs 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 1
st
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 current
investment 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 at
same places that may become a problem for the customer who dont 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............................................................