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ABSTRACT
Corresponding Author:
Sandeep Malik
Institute of Hotel & Tourism
Management, M.D. University,
Rohtak
INTRODUCTION
According to the latest Tourism Satellite
Accounting (TSA) research, released by the World Travel
and Tourism Council (WTTC) and its strategic partner
Accenture, India's travel and tourism industry is expected
to generate approximately US$ 109 billion in 2009 and
almost US$ 275.5 billion by 2018, growing at an average of
9.4 per cent over the next ten years. Moreover, according to
the research, travel and tourism is expected to contribute
6.1 per cent to India's national gross domestic product
(GDP) and provide almost 40 million jobs by 2018. This
boom in India's tourism industry and the surge in tourist
inflow to the country have percolated to hospitality
industry. The revenues for the Indian hotel and restaurant
industry in the year 2006-07 exceeded US$ 118.85 million,
an increase of nearly 22 per cent over the previous year.
All lodging properties offer food and beverage
services for tourists and locals. These outlets are the
second most important sources of revenue and profits for
any hotel. Provisions of food and beverages also contribute
toward guest satisfaction/dissatisfaction. So every upmarket property prefers to have a number of restaurants
rather than having only one. Their success is dependent on
how carefully the menu is planned.Importance of menu
planning can be gauged from the fact that menu planning
starts before the conceptualization of any food and
beverage operation, and it serves as a base for all other
activities of major hotel departments such as purchase and
store, service, production etc. Menu provides ideas about
METHODOLOGY
Schedule Development
On the basis of available literature and expert views, a total
of 22 items were selected. A five point Likert type scale
schedule was developed to collect primary data; where 5
denoted Most Important, 4 Very Important, 3 Important,
2 Least Important and 1 Not Important at all. This was
pre-tested by administering it to the Food and Beverage
Managers of ten hotels. Three items were voted out of it.
Hence, with the help of 19 questions, the final schedule was
developed.
Sample Size
The survey population includes hotels of Haryana, Punjab
and Himachal Pradesh. Food and Beverage Managers of
Table No. 2: Important Dimensions Extracted
150 hotels were approached for the study i.e. 50 from each
state. Out of these 102 were usable (35, 41 and 26 from
Haryana, Himachal Pradesh and Punjab, respectively),
which can be considered as good (almost 70 per cent).
Data Analysis
The collected data was analysed using factor analysis with
the help of PASW Statistics 18 to find out factors affecting
menu planning practices in the selected three states of
North India.
Factor Loadings
1
2
3
4
5
Factor 1: Financial resources, Restaurant and Guests Types & Costs.
1.
Financial resources available
0.944
2.
Type of restaurant
0.933
3.
Guests Spending power
0.925
4.
Guests Age group
0.859
5.
Labor cost
0.843
6.
Food cost
0.832
Factor 2: Ingredients, Competition, Locality, Staff Skills and Equipment.
1.
Easy availability of raw material
0.869
2.
Competition
0.847
3.
Location of establishment
0.843
4.
Chefs skills
0.792
5.
Availability of equipment
0.652
Factor 3: Space availability, Type & Variety in Menu.
1.
Space available for restaurant
0.919
2.
Space available for kitchen
0.915
3.
Type of menu being planned
0.819
4.
Variety in menu
0.743
Factor 4: Food Laws & Nutrition.
1.
Food laws
0.817
2.
Nutritive value
0.721
Factor 5: Guests Religion and Health.
1.
Religion of the guest
0.763
2.
Guests Health restrictions
0.580
Guests spending power; Guests Age group; Labor cost; and
The analysis pointed toward five basic dimensions that
Food cost. These all together are responsible for 25.696 per
affect menu planning of the sampled states.
cent of variance in menu planning practices with an eigen
The first dimension, Factor 1: Financial resources,
value of 4.882.
Restaurant and Guests Types & Costs, has six variables,
Factor 2: Ingredients, Competition, Locality, Staff Skills
namely Financial resources available; Type of restaurant;
and Equipment explains 17.312 per cent variance with
Table No. 3: Eigen values and Variances explained by Various Factors of Menu Planning.
Factors Extracted
Eigen
Percentage of Cumulative percentage
Value
Variance
of variance
Factor 1: Financial resources, Restaurant and Guests 4.882
25.696
25.696
Type & Costs.
Factor 2: Ingredients, Competition, Locality, Staff Skills 3.289
17.312
43.007
and Equipment.
Factor 3: Space availability, Type & Variety in Menu.
2.965
15.603
58.610
Factor 4: Food Laws & Nutrition.
1.366
7.189
65.799
Factor 5: Guests Religion and Health.
1.265
6.656
72.454
All the variables in these dimensions are heavily loaded, and food costs are given top priority by the respondents
values more than 0.50, representing 72.454 per cent of while planning menu. These findings can be very helpful for
total variance (Table No. 3)
hoteliers for planning better menus. Yet the research has
From the analysis, it is evident that availability of finance, its own boundaries related to universe, sample size, area
theme of restaurant, guests spending power and age etc. But still, it will serve as foundation for further research
group, and costs i.e. labor and food costs are the most in the still unexplored area of Indian hospitality industry.
influencing variables that affect planning of menu. Whereas
REFERENCES
guests religion and health restrictions are considered least
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by the menu planners which means that most hotels in
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3. Kreck, L. (1984). Menu Analysis. Van Nostrand Reinhold.
CONCLUSION
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