red steer - kevin vyavahare

Vyavahare, K., Arora, R., IHM-A

INSTITUTE OF HOTEL MANAGEMENT, AURANGABAD, INDIA

“Submitted in fulfillment of the requirement of the University of Huddersfield, UK for BA (Hons.) in Culinary Arts”

2008 - 2009


DISCMAILER

The information contained here is no way to be constructed as a recommendation of the

institute of hotel management, of any industry standards or as recommendation of any

kind to be adopted by or binding upon any member of the hospitality industry. The

Information contained in this project is a result of compilation through information

through books and internet. Any discrepancies or clash of views on any point should not

take as a binding fact.


Declaration

We declare that this project is the result of our own collection effort and that it conforms

to university, department and course regulation regarding cheating and plagiarism.

No material contained within this project has been used in any other submission, by the

author for an academic award.

Kevin Vyavahare (c1023)

Rachit Arora (c1038)


Acknowledgements

We would like to thank our colleagues from the IHM-A, and elsewhere for their help and

guidance in the compilation of this work.

A special note of thanks to Mr. Rushad Kavina, project Guide, for his invaluable

support through out the entire project.


Index

Disclaimer………………………………………………………………………………….I

Declaration………………………………………………………………………………..II

Acknowledgment………………………………………………………………………...III

Index…………………………………………………………………………………… IV

Table and Figures Index…………………………………………………………………IX

CHAPTER 1: INTRODUCTION................................................................................. 12

1.1 Introduction....................................................................................................... 12

1.2 Conceptual Development.................................................................................. 13

CHAPTER 2: MARKETING PHASE ......................................................................... 16

2.1 Introduction.......................................................................................................... 16

2.2 SITUATION ANALYSIS: EXTERNAL .......................................................... 18

2.2.1 Introduction to the city of Aurangabad......................................................... 18

2.2.2 History Of Aurangabad..................................................................................... 20

2.2.3 Fact Sheet of Aurangabad............................................................................. 22

2.2.4 Aurangabad City Map................................................................................... 24

2.3 P.E.S.T ANALYSIS ............................................................................................ 25

2.3.1 Political Factors ............................................................................................ 25

2.3.2 Economic Factors.......................................................................................... 26

2.3.3 Social Factors............................................................................................ 27

2.3.4 Technological Factors:.................................................................................. 29

2.4 HOTELS AND RESTAURANTS IN AURANGABAD .................................... 32

2.4.1 Hotels ............................................................................................................ 32

2.4.2 Eating out ...................................................................................................... 32

2.5 COMPETITOR FACT SHEET AND S.W.O.T ANALYSIS ................................ 34

2.5.1 Fact Sheet of Amarpreet ............................................................................... 34

2.5.2 S.W.O.T Analysis of Amarpreet................................................................... 35

2.5.3 Fact Sheet of City Spice................................................................................ 36

2.5.4 S.W.O.T Analysis of City Spice ................................................................... 37


2.5.5 Fact Sheet Of Angeethi ................................................................................. 38

2.5.6 S.W.O.T Analysis of Angeethi ..................................................................... 39

2.5.7 Fact Sheet Of Kream N Krunch.................................................................... 40

2.5.8 S.W.O.T Analysis of Kream n Krunch .......................................................... 41

2.6 MARKET SHARE VERSUS FAIR SHARE ANALYSIS .................................... 43

2.6.1 Fair Share ...................................................................................................... 43

2.6.2 Market Share................................................................................................. 44

2.6.3 Performance Ratio ........................................................................................ 45

2.6.4 Analysis of Fair Share versus Market Share of Market Share of

Competitors Alone.................................................................................................... 45

2.6.5 Analysis of Fair share versus Market Share ................................................. 46

2.6.6 Calculation of Revised Market Share of Competitors .................................. 47

2.6.7 Calculation of Revised Market Share Percentages of Competitors .............. 48

2.6.8 Fair Share versus Market Share: Overall Analysis and Summary............... 49

2.7 An overall Assessment............................................................................................ 49

2.8 Sample Questionnaire ............................................................................................. 50

2.9 QUESTIONNAIRE SURVEY ANALYSIS........................................................ 54

2.9.1 Detailed Income analysis by Gender, Age Group ........................................ 54

2.9.2 Food Preferences (Vegetarian vs. Non Vegetarian) ..................................... 58

2.9.3 Restaurant Preferences.................................................................................. 63

2.9.4 Preferred Lunch and Dinner Timing preferences ......................................... 66

2.9.5 Preferred Service styles................................................................................. 67

2.9.6 Preferred locations ........................................................................................ 68

2.9.7 Restaurant Factor Analysis ........................................................................... 69

2.9.8 Beverage Preferences.................................................................................... 70

2.10 REVENUE GRID ANALYSIS ......................................................................... 72

2.10.1 An Examination of the revenue Grid .......................................................... 73

2.11 THE MARKETING MIX ..................................................................................... 75

2.11.1 Product: ....................................................................................................... 76


2.11.2 Price: ........................................................................................................... 76

2.11.3 Place:........................................................................................................... 77

2.11.4 Promotion:................................................................................................... 77

2.12 Fact sheet of Red Steer ...................................................................................... 78

2.12.1 S.W.O.T Analysis: Red Steer ..................................................................... 79

CHAPTER 3: OPERATIONAL PHASE ..................................................................... 81

3.1 INTRODUCTION ................................................................................................ 81

3.1.1 The Organization’s Goals ............................................................................. 82

3.1.2 The Vision................................................................................................. 82

3.1.3 The Mission .................................................................................................. 82

3.1.4 The Aim .................................................................................................... 83

3.1.5 Business Objectives .................................................................................. 83

3.1.6 Business Strategy – competitive advantage.............................................. 83

3.1.7 The Organization’s Strengths ................................................................... 83

3.1.8 The Organization’s Weaknesses ............................................................... 84

3.2 RED STEER - THE CONCEPT.......................................................................... 85

3.2.1 Level and Style of Services........................................................................... 85

3.2.2 Cuisine .......................................................................................................... 85

3.2.3 Clientele Profile ............................................................................................ 86

3.2.4 Location and Positioning .............................................................................. 86

3.2.5 Duration of Operations ................................................................................. 87

3.2.6 Property Cost and Information: .................................................................... 87

3.3 LEGAL FORMALITIES – LAWS AND LICENSES ........................................ 88

3.3.1 Approval of the Project / No Objection Certificate ...................................... 88

3.3.2 Registration under Bombay Shops and Establishment Act, 1948 ................ 88

3.3.3 Police Registration Certificate (P.P.E.E) and License to Operate Place of

Public Entertainment (P.P.L) .................................................................................... 90

3.3.4 No Objection Certificate from Fire Department........................................... 91

3.3.5 Maharashtra Prevention of Food Adulteration Act,1954.............................. 91


3.3.6 Eating House License ................................................................................... 93

3.3.7 Food and Drug Control Act License (F.D.A) ............................................... 93

3.3.8 NA Layout .................................................................................................... 94

3.3.9 State Excise and Prohibition License: FL- II................................................ 94

3.3.10 Electricity Connection (Commercial) ......................................................... 94

3.3.11 Water Prevention and Control Act 1974..................................................... 95

3.3.12 Water Connection Certificate ..................................................................... 96

3.3.13 Clearance from the Maharashtra Pollution Control Board ......................... 96

3.3.14 Pollution Clearance..................................................................................... 97

3.3.15 Sanction of LPG.......................................................................................... 97

3.3.16 Sanction for Garbage Disposal ................................................................... 97

3.3.17 Receipts of Trade Refuse Charges .............................................................. 97

3.3.18 Approval for Cold Storage Installation....................................................... 98

3.3.19 Contract Labour License............................................................................. 98

3.3.20 Sales Tax..................................................................................................... 98

3.3.21 Land and Building Tax ............................................................................... 98

3.3.22 Availing of Fiscal Incentives ...................................................................... 99

3.3.23 Weights and Measurement Certificate........................................................ 99

3.3.24 Heavy Machine Operating Permission ....................................................... 99

3.3.25 Gradation License ....................................................................................... 99

3.3.26 Employee State Insurance Scheme (ESIS) ............................................... 100

3.3.27 Professional Tax Certificate for the Employee and Employer ................. 100

3.3.28 Providend Fund Act .................................................................................. 100

3.3.29 Nokarnama of each Employee .................................................................. 100

3.3.30 Company Registration .............................................................................. 100

3.3.31 P.N.R for Eating House ............................................................................ 101

3.3.32 Trade / Storage License ............................................................................ 101

3.3.33 Structural Slab Certificate......................................................................... 101

3.3.35 Insurance ................................................................................................... 101


3.3.36 Health Certificate for the Staff.................................................................. 101

3.3.37 Excise Account Register ........................................................................... 102

3.3.38 Health License .......................................................................................... 102

3.4 HVAC and AIR CONDITIONING ...................................................................... 103

3.4.1 Costing of HAVAC and Air Conditioning ................................................. 104

3.5 AREA REQUIREMENT AND ALLOCATIONS ............................................... 105

3.6 FACILITIES PLANNING AND INTERIOR DESIGNING................................ 107

3.6.1 Décor and Atmosphere ............................................................................... 107

3.6.2 Flooring....................................................................................................... 108

3.6.3 Furnishings.................................................................................................. 108

3.6.4 Restrooms ................................................................................................... 108

3.6.5 Interior Costing ........................................................................................... 109

3.7 INVENTORY REQUIREMENT AND COSTING............................................ 115

3.7.1 Cutlery inventory ........................................................................................ 115

3.7.2 Crockery inventory ..................................................................................... 116

3.7.3 Wine Room Accessories ............................................................................. 117

3.7.4 Glassware Inventory ................................................................................... 119

3.7.5 Inventory of Cleaning Equipment............................................................... 120

3.7.6 Wine Inventory ........................................................................................... 122

3.7.7 Beer Inventory ............................................................................................ 126

3.8 EQUIPMENT REQUIREMENT AND THEIR COSTING................................. 127

3.8.1 Heavy Kitchen Equipment Costing ............................................................ 127

3.8.2 Light kitchen Equipment Costing ........................................................... 129

3.9 STAFFING ..................................................................................................... 131

3.9.1 Hierarchy of service and kitchen staff ........................................................ 132

3.9.2 Staffing Requirements and Duty Roasters.................................................. 133

3.9.3 Salaries of the Employees ........................................................................... 137

3.9.4 Employee uniforms..................................................................................... 138

3.9.5 Job Descriptions and Specifications of Restaurant Staff ............................ 142


3.10 MENU PLANNING ........................................................................................... 149

3.10.1 Menu Pricing............................................................................................. 150

3.10.2 Important Suppliers................................................................................. 151


Table and Figures Index

Table 1: Fair Share of Competitors………………………………………………………32

Table 2: Market Share of Competitors…………………………………………………...33

Table 3: Analysis of Fair share versus Market Share of Competitors Alone……………34

Table 4: Calculation of Revised Market Share of Competitors…………………….........36

Table 5: Calculation of Revised Market Share Percentages of Competitors…………….37

Table 6: Fair Share Versus Market Share: Overall Analysis…………………………….38

Table 7: Revenue Grid……………………………………………………………….......61

Figures 1: Male -Female Ratio…………………………………………………………..43

Figures 1: Male Age group Analysis…………………………………………………….44

Figures 2: Female Age group Analysis…………………………………………………..45

Figures 3: Male Salary Analysis…………………………………………………………46

Figures 4: Female Salary Analysis………………………………………………………47

Figures 5: Figure5: Male Food Preference (Vegetarian vs. Non Vegetarian)…………...47

Figures 6: Female Food Preference (Vegetarian vs. Non Vegetarian)…………………..48

Figures 7: Male Meat Preference………………………………………………………...49

Figures 8: Female Meat Preference……………………………………………………...50

Figures 9: Overall Meat preferences …………………………………………………….51

Figures 10: Restaurant preferences by males…………………………………………….52

Figures 11: Restaurant preferences by females………………………………………….53

Figures 12: Overall Restaurant Preferences……………………………………………...54

Figures 13: Preferred Eating Timing…………………………………………………….55

Figures 14: Preferred service Styles……………………………………………………..56

Figures 15: Preferred Locations………………………………………………………….57

Figure 16: Restaurant Factor Analysis…………………………………………………...58

Figure 17: Male alcohol Beverage Preferences………………………………………….59

Figure 18: Female alcohol Beverage Preferences………………………………………..60


CHAPTER 1: INTRODUCTION

1.1 Introduction This project is a feasibility study which analyses the viability of establishing “RED

STEER”, a Steak House and Sizzlers in the area of Nirala Bazaar in Aurangabad. It seeks

to evolve an evaluative framework for the study, based on four critical aspects of food

and beverage enterprise planning, out of which the entrepreneurs will be covering the

first two aspects i.e., the Marketing Phase and the Operational Phase, which are as

follows:

1. Marketing Phase:

Using a structured and well-organized strategy, the Marketing Phase creates the

foundation of this project. It encompasses all marketing research activities undertaken by

the Entrepreneurs to investigate the viability of the concept vis-à-vis its environment,

internal as well as external.

2. Operational Phase:

The Operational Phase gives an insight into establishing the operations of the outlet, and

considers all costs expected to be incurred during the course of operations of the

enterprise.

In the succession as mentioned above, the two phases have been carried out by the

entrepreneurs in order to determine and study the feasibility of the opening and

establishing the proposed concept of a steak house and sizzlers, Red Steer.


1.2 Conceptual Development One of the key stages of conceptual development is developing the idea of object

permanence.

Concept Development is the identification, definition and collection of ideas that

constitute what guests will see as the restaurant’s image. A holistic process, it challenges

The owner and planner to create a restaurant in which every component is designed to

Reinforce the perception favored by guests, and create repeaters.

Concept development involves finding and implementing an operating style that can

occupy a unique position in the minds of the target market and be consistently operated at

a profit. This is an inexact science, relying on an elusive ability to "see what's not there,"

but there are several identifiable characteristics of a good concept:

Flexible - the ability to evolve over time without loss of market identity

Simple - more classic than trendy with resulting potential for longevity

Profitable - the ability to generate excellent return on investment

Duplicable - the ability to regenerate and expand

Compatible - does not require extensive, expensive renovations to an existing physical

plant

Fresh and Exciting - not a "me too" approach

Appropriate - meets a real need and creates sufficient "gravity" to attract crowds of

guests

Consistent - can deliver on its promises using the prevailing labor market and existing

management capabilities

Distinct - uniquely fills a niche in the minds of the target market

Durable - can stand on individually in the market,

Complementary - does not require directly confronting a competitor while enhancing

the overall dining market

Any food and beverage enterprise begins with a concept potential market. All other

components revolve around these two important considerations. The following diagram,


extracted from Walker and Lundberg’s (2005), The Restaurant from Concept to

Operation, covers the various aspects of a concept.

Figure 1: Components of a Concept

Looking at a more wide-based, all-encompassing theory of conceptual development, the

Entrepreneurs have four distinct variables, as defined by Katisgiris and Thomas’ (2006)

that have assisted in developing the Red Steer Concept:

1. Food

Red Steer will be without doubt the best place to have steaks and the chief factor that

would makes this restaurant special will be the quality of the meat. A steak is only as

good as its cut and here you will get prime cuts.

Management

Price

Location

Atmosphere

Service

Menu

Quality

Food

Concept and

Market


Red Steer will also serve perfectly seasoned steaks sizzling on platters heated to 450

degrees, mouthwatering sides, and fantastic desserts.

A lovely wine room will be available for private events and occasionally will serve as an

additional bar.

2. Service:

The Entrepreneurs stress a lot on the importance of human resources in hospitality-based

services and feel that the overall aim of every service-oriented business should be that

guests feel reasonably well-cared and valued for by the employees who serve them.

The service would be impeccable with a touch of friendly, gracious, welcoming,

courteous and responsiveness.

3. Design & Décor:

Red Steer will have a sleek, polished look. The interiors will be welcoming with oak

paneling, brass accents, and black-and-white photos. The decor will be simple yet

elegant.

The outlet’s atmosphere has also been designed keeping in mind the likes of the targeted

market segments.

4. Uniqueness:

Red Steer, a Steak House and Sizzlers, in Nirala Bazaar, Aurangabad will itself be unique

since its only one of its kind in Aurangabad. Also Providing Wine Room for wine lovers,

which would make Red Steer, stand out.


In the Marketing Phase, our research will include interviews with the target market, site

visits to competitive and complementary restaurants, reviews of restaurants outside the

market area for elements of interest or value and the identification of strengths,

weaknesses and voids in the market.


2.2 SITUATION ANALYSIS: EXTERNAL

2.2.1 Introduction to the city of Aurangabad

Aurangabad is one of the important cities of Maharashtra and Central India. Aurangabad

is a historic city that traces its origins to the early Buddhist era of 200 BC. The City is the

gateway to the famous Ajanta and Ellora caves and the temple town of Shirdi.

The District is known as Aurangabad after the name of its headquarters. Malik Amber,

prime minister of Murtaza Nizam Shah II of Ahmadnagar, inhabited it on the site of the

Khirki village in 1610. After his death in 1626, the name was change to Fatehpur by his

son Fatehkhan. When Aurangzeb, the mughal emperor invaded Deccan in the year 1653,

he made Fatehpur his capital and renamed as Aurangabad. Since then it is known as

Aurangabad.

Aurangabad, commonly used as a base for a visit to the World Heritage Sites of Ajanta

and Ellora is seeped in medieval history. Named for Aurangzeb, the last of the great

Mughal Emperors, Aurangabad acquired plenty of monuments and a rich culture as its

heritage from the middle ages. The one single factor that determined Aurangabad's role in

the history of medieval India is its location. So strategic is its location at the cross roads

of north and south India, that Mohammed-bin-Tughlak and Aurangzeb, two powerful

kings attempted to translocate their capital from Delhi to Aurangabad. Their vision was

clear, from Aurangabad, they would be better able to control both northern and southern

regions of their empires. The fact they failed should not be attributed to the inherent flaws

in their scheme as it should on the less evident fact that their empires were crumbling.

Under Aurangzeb, Aurangabad became the seat of the powerful Mughal Empire for a

short while. His predecessors prefered Agra, Delhi or Lahore - all in the north, and

Aurangzeb's move was not unopposed. But the autocratic Emperor's were prevailed. The

Mughal court moved to Aurangabad and remained there till his death. Built during his

years in Aurangabad were such architectural gems as the Bibi-ka-Maqbara, a mausoleum


with a marked resemblance to the Taj Mahal and a medieval watermill. Aurangabad

became a thriving industrial centre with many fine academic institutions. Its textiles

became much sought after and even today, the weavers of Aurangabad produce fine

textiles like paithani, himroo and kimkhwab.

But Aurangabad's crowning glory is undoubtedly the famous Buddhist caves at Ajanta &

the magnificent rock temples of Ellora. Built between 200 BC and 650 AD, the viharas

and chaityas at Ajanta are masterpieces as are the incredibly ornate temples carved out of

hard rock at Ellora.

Apart from being a tourist destination, the city is also a major manufacturing centre. On

the outskirts of the city, the Shendre, Chikalthana and Waluj industrial estates set up by

the Maharashtra Industrial Development Corporation are home to major multinationals in

the automobile and consumer durables industry.

The City and Industrial Development Corporation of Maharashtra Ltd. (CIDCO)

expertise has brought in to develop a New Aurangabad into a well-laid out town, with

adequate provision for housing for low income groups, gardens, playgrounds, schools,

colleges, community centers, cinema halls, stadium and a bird sanctuary. Some very

successful city projects have been undertaken by CIDCO which are now managed by the

Aurangabad Municipal Administration.


Modern Aurangabad retains an Islamic ambience and still retains an old world charm.

Veiled women (in burkhas) move about in the Chowk area, the call of the muezzin can be

heard over the din and bustle of traffic, and come Friday, large crowds veer towards the

mosques for ritual prayers. But the city has donned a more contemporary face as a major

industrial centre for pharmaceuticals, automobiles, textiles and electronics and as the

gateway to the cave temples of Ajanta & Ellora.


2.2.3 Fact Sheet of Aurangabad

Coordinates: 19°32′N 75°14′E / 19.53, 75.23

Time zone IST (UTC+5:30)

Area

• Elevation

196 km² (76 sq mi)

• 513 m (1,683 ft)

District(s) Aurangabad

Population

• Density

1,414,918 (2006)

• 7,219 /km² (18,697 /sq mi)

Mayor Mrs. Vijaya Rahatkar

Codes

• Pincode

• Telephone

• 431 001

• +0240

Habitat Aurangabad city is located in the northern part of the state of Maharashtra, in the western

region of India. 375 km away from the state capital, Mumbai, Aurangabad sits in a

strategic position on the Deccan Plateau. The city is surrounded by hills of the Vindhya

Ranges and the River Kham passes through it.

Climate: The climate of Aurangabad is temperate with moderate winters in the months of

November-February and hot summers from April through to June.


2.2.4 Aurangabad City Map


2.3 P.E.S.T ANALYSIS

2.3.1 Political Factors

The city is administered by the Aurangabad Municipal Corporation (AMC). The

executive power of the corporation is vested in the hands of the Municipal

Commissioner, Shri. Dilip Band, (On 9th June, 2008).

Aurangabad Municipal Corporation (AMC) being the local civil body, it is divided in six

zones, each overseen by the Deputy Municipal Commissioner for Administrative

purposes.

The Mayor Mrs. Vijaya kishor Rahatkar, appointed on 29th Oct, 2007, heads the

corporation which consists of directly elected corporators. The mayor has few executive

powers.

Judiciary Aurangabad is a bench of the Bombay High Court, which is situated on Jalna

Road, Aurangabad. There is also a District and Sessions Court in the city. Jalna is an

administrative district in the state of Maharashtra in India.

Mr. Sanjeev Jaiswal, Collector & District Magistrate (Aurangabad), an IAS officer

appointed by the state government on 21st May, 2007, is in charge of property records

and revenue collection for the central government. They also overlook the national

election held in the city.

Aurangabad contributes one seat to the Lok Sabha. The seat is currently held by Mr.

Chandrakant Khaire, MP of the Shiv Sena party. And two seats for Assembly,

Aurangabad West (Indian National Congress) and Aurangabad East (National Congress

Party).

The Aurangabad Municipal Corporation also initiates several measures to improve civic

services and is trying to make the city industry-friendly.


In the Pharmaceutical sector, Wockhardt, Shreya Life Science, Orchid, Lupin, Atra &

other have big presence. Incidentally a Bio-tech park from Wockhardt was inaugurated

by our Honorable President Dr. APJ Abdul Kalam in the year 2004.

Aurangabad being well connected to Mumbai and Delhi by air with flights operating

daily and the nearness to Mumbai Port and presence of Inland container Terminal greatly

helps in boosting exports.

All in all, a booming industrial zone helped the city to grow.

Aurangabad has also seen a spurt in financial activities. Almost all public sector and

private banks have opened up their branches in Aurangabad. The Major Banks that have

their branches include The State Bank of Hyderabad, Citibank, Deutsche Bank, Yes

Bank, Bank of India, State Bank of India, ICICI Bank, HDFC Bank, Axis Bank, IDBI

Bank and Bank Of Rajasthan.

2.3.3 Social Factors

Education

Since India's independence, Aurangabad is a major learning center of central

Maharashtra. Aurangabad is the headquarter of Government-funded Dr. Babasaheb

Ambedkar Marathwada University. It caters to government aided and recognized colleges

in the four adjoining districts. The City also has other Private Universities and

Autonomous institutions like Institute of Science, DOEACC, Govt. Engg. Colleges,

ICFAI College, Private Engineering Colleges, Dr Rafique Zakeria group of institutes etc.

Entertainment

Aurangabad has two multiplexes and 14 Movie theaters. Both multiplexes are situated in

new Aurangabad CIDCO region of the city. Both, PVR Cinemas and Fame Tapadia are

three screen multiplexes in the city.


The city also has three public auditoria:

1) Sant Eknath Rangamandir, 2) Tapadia Natya Mandir, 3) CIDCO Auditorium.

Media and Communications

Newspapers:

Apart from the City-Based Hindi National newspaper group Lokmat's Hindi Newspaper

Lokmat, Major Marathi newspapers published in Aurangabad include Sakaal, Punya

Nagari, Saamna and Loksatta. The Lokmat Group of Newspapers publishes three main

editions, Lokmat Times (English), Lokmat Samachar (Hindi) and Lokmat (Marathi).

Television:

Doordarshan's Sahyadri and DD News Territorial Television channels are available in

Aurangabad. Satellite television services are available through Doordarshan Direct Plus,

Dish TV and Tata Sky. One private Cable network MCN,in pact with Hathway, provides

cable TV services.

Radio:

City has Four FM radio stations. All India Radio has one FM station in the city, operating

at 101.7 MHz. The same feed is available in AM at 1521 kHz. Gyaanvani is FM Facility

dedicated to University learning and distance education. Radio Mirchi operates on 98.3

MHz and Ace FM at 93.5 MHz. Private Satellite radio WorldSpace, is also available

Telephony and Internet:

Mobile Telephony and Fixed Mobile Telephony services are provided by service

providers like Airtel, Idea Cellular, Vodafone, Reliance Communications, Tata Indicom

and the government controlled BSNL.


Fixed Telephony (Land line) is provide by BSNL, Airtel and Tata Teleservices.

BSNL, Reliance, Tata Indicom and Sify provide end user internet facilities, with BSNL

being the sole Broadband Service Provider.

The establishment of the Marathwada Development Corporation is one of the most

important landmarks in the history of the economic development in this region in modern

times. The Corporation has been set up recently primarily for undertaking promotional

activities and industrial development in this region. It is noteworthy that the activities of

this body would be oriented to strengthen the agricultural economy which is

contemplated to be basic to industrialization. The Corporation has undertaken certain

feasibility studies which are expected to encourage new industrial ventures in the region

2.3.4 Technological Factors:

Aurangabad is welcoming the latest trends in entertainment and retail – PVR and Fame

are already established here. Prozone Liberty, a joint venture between Provogue and

Liberty International of UK are setting up a shopping mall in Aurangabad. The malls will

accommodate hypermarkets, super markets, multiplexes, book and music stores and

multi-brand outlets. Entertainment World Developers and Hyper City Retail also have

plans to construct shopping mall-cum-multiplex projects in Aurangabad.

The State government is directing efforts towards making Aurangabad an investor

friendly destination. It has initiated the strengthening of infrastructure within the city and

has awarded contacts to the MSRDC on a build, operate and transfer basis for 5 flyovers,

5 rails over bridges, a subway and six roads. These moves are expected to have a positive

effect on the investment climate in Aurangabad.

In Aurangabad sixteen I.T. companies have already been established, and more are

waiting to establish their bases in this city, mainly because of it's large urban and


RAIL

Aurangabad is a Railway Station of South-Central railway on Manmad - Secunderabad

section. The city has direct rail links to New Delhi, Mumbai, Pune and Hyderabad.

The superfast Janashatabdi Express is the fastest and most comfortable train option to and

from Mumbai with a total traveling time of 6 1/2 hours and convenient timings. Two

overnight trains namely Deogiri Express, and Latur Express along with two day trains

Tapovan Express and Nandigaram Express also ply between Mumbai and Aurangabad on

a daily basis.

ROAD

Aurangabad is linked by national highways and state highways to all parts of the country.

Aurangabad has excellent road connectivity to all important cities in Maharashtra namely

Mumbai, Nagpur, Pune, Nasik etc. The excellent road connections make the journey to

the world famous destinations of Ajanta and Ellora very comfortable.

Mumbai can be reached by road via Pune or Nasik. The best option if you can not afford

flights is train though. Via road Pune is a faster option despite a bit longer distance.

MSRTC or private buses ply regularly and are an overnight journey. A few recommended

private buses to Mumbai would be Royal Cars (AC), Konduskar (AC), Neeta Volvo,

Khurana travels (Ac Sleeper), Ghatge Patil-Snozzer (AC Sleeper), Humsafar (Non AC

budget carrier). Book your tickets only from authorized travel agents like Welworth,

Manmandir, Baba petrol pump etc.


2.4 HOTELS AND RESTAURANTS IN AURANGABAD

2.4.1 Hotels

1) Hotel Windsor Castle – 4* 2) Hotel Taj Residancy – 5*

3) Hotel Rama International – 5* 4) Hotel Ajanta Ambassador – 5*

5) Quality inn Meadows – 3* 6) Hotel President Park – 3*

7) Aurangabad Gymkhana Club – 4* 8) Hotel Classic, Railway Station Road,

Aurangabad 2*

Good budget Hotels include:

1) MTDC Holiday Resort (Government Owned & Opetated) - Station Road

2) Hotel Amarpreet - Kranti Chowk

3) The Manor Hotel - Kranti Chowk

2.4.2 Eating out

Aurangabad has a fairly good restaurants and eating joints. Apart from the star category

hotels there are many restaurants in the city. If you are a full Indian meal lover then That-

Baat and Bhoj are just for you. Hotel Angeethi and Riviera offer good Non-Vegetarian

Indian cuisine. Smile Restaurant, Laadli are a few of the good pure vegetarian a-la-carte

and breakfast options. Good cakes and savouries can be enjoyed at Baker's Lounge in a

cosmopolitan and elegant decor. Kream n krunch is one place where you can catch up

with your peers over a cup of coffee. It also serves good dimsums and good desserts like

brownie sizzled with hot chocolate, is a delight to the palate. If you can digest extremely

hot n' spicy meat then you can visit The Maratha Hotel - a bit down-market place. Newly

opened Restaurant city Spice is a treat to Aurangabad, which serves good continental

food. Pit Stop –sports Bar is another attraction to the Auranagabad.


2.5 COMPETITOR FACT SHEET AND S.W.O.T ANALYSIS SWOT analysis is a tool for auditing an organization and its environment. It is the first

stage of planning and helps marketers to focus on key issues. SWOT stands for strengths,

weaknesses, opportunities, and threats. Strengths and weaknesses are internal factors.

Opportunities and threats are external factors.

2.5.1 Fact Sheet of Amarpreet

ADDRESS Hotel Amarpreet,Kranti Chowk,Jalna Road,Near Mseb Office Nehru Marg, Aurangabad, 431001

CHAIN/INDEPENDENT Independent

TIMINGS Open for Breakfast, Lunch and Dinner

CUISINE SERVED Multi Cuisine- Continental, Indian, Oriental

NUMBER OF COVERS 140

AVERAGE COVERS DONE PER DAY 350, 140

AVERAGE CHEQUE PER COVER Rs 325-350

FASTEST SELLING FOOD ITEM Tandoori Kebab Platter

BEVERAGE PREFERENCE Orange Blossom

TYPE OF SERVICE Fine Dining

CLIENTAL Elite

PEAK DAYS Friday to Sunday (20:30pm-22:00pm)

UNIQUE SELLING PROPOSITION Variety and Quality of Menu


2.5.2 S.W.O.T Analysis of Amarpreet

Strengths: � Excellent Quality and Quantity of

food served.

� Authenticity of both Indian and

Chinese cuisine is maintained.

� Staff of the Restaurant is polite.

� Offers an extensive bar menu.

� Located in commercial and

residential area of Aurangabad.

� Famous for its menu, having a

large variety of different cuisines

to choose from.

� Has a huge flat home theatre

system, which may appeal to the

guest in times of sports matches.

Weakness:

� Seating is not comfortable

� Décor is plain and will become repetitive for repeat customers.

� The lighting in the restaurant is very dark, and is not very appealing.

� Caters to high budget customers

� No space for parking

Opportunities:

� Re-decorate the restaurant and change the lighting.

� Scope for outdoor catering

� Menu prices should be reduced to attract more customers.

� Can arrange special themes for special days.

Threats:

� Competition faced from other inexpensive outlets in the vicinity.

� More multi-cuisine restaurants

being established.


2.5.4 S.W.O.T Analysis of City Spice

Strengths: � Located near to fame cinemas.

Hence attracts a lot of movie

viewers and is also popular

among students and family.

� Food Quality is good and tasty.

� Well-furnished and Trendy

interiors.

� Good portion size and have vast

variety of menu

Weakness:

� Service is very slow

� Less staff in service

� Staff does not have enough knowledge about

service

� Cutlery is not of good quality as they serve in

plastic plates.

Opportunities:

� Can go for outdoor caterings

� Can go for bar options

� Can bring in ceramic cutlery.

� Can bring good source of

entertainment.

Threats:

� A lot of competition from existing restaurants

that are serving same cuisine but at lesser

price.


2.5.5 Fact Sheet Of Angeethi

ADDRESS 6,Mehar Chamber,Jalna Road

Vidya Nagar, Aurangabad, 431001

CHAIN/INDEPENDENT Independent

TIMINGS 12:00 noon – 11:00 PM

CUISINE SERVED Indian, Chinese and Continental

AREA 1750 sq ft

TOTAL COVERS 60 Covers

AVERAGE COVERS DONE PER DAY 140

AVERAGE CHEQUE PER COVER Rs 200

TYPE OF SERVICE Formal

UNIQUE SELLING PREPOSITION Murg Makhani


2.5.6 S.W.O.T Analysis of Angeethi

Strengths � Located in one of the prime areas

of Aurangabad. Hence attracts a

lot of business clients and is also

popular among students and

family.

� Service is fast and speedy so it

wont disappoints you

� Staff is very friendly and

courteous towards the guests

� Economically priced menu

Weaknesses

� Ambience requires improvement in terms of

furnishings, color, furniture and fixture.

� Low number of service staff

� There is a lack of parking space, so vehicles

have to be parked on the road.

� Due to new flyover, restaurant is unnoticed

and approach is also difficult.

Opportunities

� A constant market available as it is

a commercial area.

� Due to the presence of certain

colleges like JNEC, MGM, and

IHM it has the ability of attracting

students.

Threats

� Competition from other similar outlets

existing in the area.

� Changing food trends in the market and

customer preferences.


2.5.8 S.W.O.T Analysis of Kream n Krunch

Strengths

� Situated in prime location of

Nirala Bazar, which is a well

established market.

� Food Quality is good and tasty.


interiors.

� They cater to a vast category of

clients, as their menu is not highly

priced.

� Have maximum number of

desserts listed on their menu.

� The staff is well informed about

the menu.

� Have home delivery facility.

� Started giving packaged food to

cinema halls.

Weakness:

� Seating arrangements are not

spacious. Thus creates

inconveniences to the guests.

� During peak hours restaurant gets

tight on space.

� Service is very slow.

� Menu is not attractively designed.

� Does not provide enough parking

spaces.


Opportunities:

� Can open more outlets in prime

locations as their present outlet is

doing well.

� They can have more trained staff

to serve fast as it is so popular and

demanding.

� They can have some different

menu on weekends being so

popular and demanding.

Threats:

They have not refurnished their place since

it’s opened.

Lots of food and beverage outlets near by.


2.6.2 Market Share

Market share is defined as the amount of covers an outlet would sells compared with the

total number of covers in each outlet. The following table summarizes the Market share

figures and percentages of all four competing restaurants.

Outlet Market Share

(Number of Covers Done)

Market Share percentage

Kream n Krunch 200 32.52

City Spice 65 10.569

Amarpreet 210 34.146

Angeethi 140 22.764

TOTAL 615

100

Table 2: Market Share of Competitors

An example of the calculation of the Market share percentage figures is given below: Amarpreet Market Share, i.e., total number of covers = 105 Market Share Percentage = 210 × 100 = 34.146 % 615


2.6.3 Performance Ratio

The performance Ratio for a particular food and beverage outlet is calculated by dividing

the market share of the restaurant by its fair share.

Market Share

Performance Ratio = __________________

Fair share

As far as competing restaurants are concerned, the outlet with the highest performance

ratio is said to be performing the best. With respect to the proposed outlet, if the

performance ratio is greater than one, then the concept is worth venturing into, and if it

is lesser than one, it is not worth venturing into.

2.6.4 Analysis of Fair Share versus Market Share of Market Share of Competitors Alone

Table 3: Analysis of Fair share versus Market Share of Competitors Alone

Outlet

Name

No. 0f

Covers

Fair

Share% No. 0f

Covers

Market

Share%

Performance

Ratio

Kream n Krunch 23 9.66 200 32.52 8.695

City Spice 50 21 65 10.569 1.3

Amarpreet 105 44.12 210 34.146 2

Angeethi 60 25.22 140 22.764 2.333

TOTAL 238 100 615 100 14.328


2.6.5 Analysis of Fair share versus Market Share

Considering the average number of covers in every restaurant in the a


2.6.7 Calculation of Revised Market Share Percentages of Competitors

Using these revised market share figures of the competitors after the entry of Red Steer,

the revised Market Share Percentages of Competitors have been calculated.

Outlet Revised Market Share

(Number of Covers Done)

Revised Market Share

Percentage

Kream n Krunch 162.276

26.366

City Spice 52.735

8.574

Amarpreet 170.35

27.659

Angeethi 113.553 18.463

Red Steer 116

18.861

TOTAL 615

100

Table 5: Calculation of Revised Market Share Percentages of Competitors


2.6.8 Fair Share versus Market Share: Overall Analysis and Summary

Outlet Name

No. of

Covers

Fair

Share% No. of Covers

Done

Market

Share%

Performance

Ratio

Kream n Crunch 23 8.156 162.276 26.366 7.055

City Spice 50 17.75 52.735 8.574 1.054

Amarpreet 105 37.25 170.35 27.659 1.62

Angeethi 60 21.276 113.553 18.463 1.892

Red Steer 44 15.602 116 18.861 2.636

TOTAL 282 100 615 100 14.257 Table 6: Fair Share Versus Market Share: Overall Analysis

2.7 An overall Assessment The average performance ratio in the market after the entry of the proposed Steak House

and Sizzlers is 2.636. This figure, which is way above 1, is representative of the fact that

regardless of the overall less number of total covers that each outlet has, the turnover per

day is quite high. It must be remembered, that all the above restaurants are essentially

casual up market eateries or cafes. The performance ratios of all outlets even after entry

of the proposed outlet remains above 1, that is, on the whole, these would still be doing

quite well as far as cover turnovers are concerned.


Fill in the Followings (with genuine answers wherever required) 1. How would you categorize yourself as a diner?

Vegetarian Non-vegetarian Both

2. If Non-Vegetarian, kindly rank your preference

for the following: (1 – being the highest and 4 –

being the lowest)

Beef

Lamb

4. Which restaurants do you visit most regularly?

Rank your preference( 1-5)

Kream n krunch

City Spice

Angeethi

Amarpreet

Other

5. What time of day do you most often eat at

this/these restaurants?

Afternoon

6. Do you know any Steak house restaurant in

your locality or one who serves it? (If Yes,

please mention it.)

Yes, No

7. What type of Steak house restaurant would

you look out for?

Silver service

semi -formal service

Carryout/Take-out

8. Where do you want the new restaurant (Red

Steer) to be situated?

Please fill in


Spouse/Escort

11. What are your views on our proposed Steak House and Sizzlers?

-----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------.

For completing this questionnaire.

Results will be treated in confidence.


2.9 QUESTIONNAIRE SURVEY ANALYSIS

Here we have evaluated each question separately followed by their individual

interpretations and analysis.

2.9.1 Detailed Income analysis by Gender, Age Group

Gender Analysis

Male - Female Ratio

Male

53%

Female

47%Male

Female

Figure 1: Male -Female Ratio

Analysis

This data helps us in analyzing the gender distribution of males and females from our

questionnaire. It clearly represents that out of total sample 53% of the respondents were

male and rest 47% were females. This shows that RED STEER would target a good ratio

of both males and females.


0

5

10

15

20

No. of

Females

1

Age-group

Female Age-group Analysis

20-25

26-30

31-35

36-40

41-50

50-60

60 & above

Figure3: Female Age group Analysis

Analysis and Interpretation

From the above graph, we can evaluate that the maximum male respondents lie under the

category of age 26–30. Out of 47 females surveyed around 17 males come under this

category, whereas 9 females come under the next age slab i.e. 31-35. The next category

i.e. 36-40 comprises of 11 females. While age groups of 20-25 comprises of 5 females

and 41-50 comprises of 3 females and the category of 50-60 holds very less number of

females i.e.3 males. The last category i.e. males above 60 has no females.

This shows that RED STEER would attract a clientele of both young and mid age

females i.e. around the age of 26-40.


Monthly Income Analysis

MALE SALARY ANALYSIS

0

5

10

15

20

10,000 -

14,000

15,000 -

20,000

21,000 -

25,000

26,000 -

30,000

31,000 &

above

Monthly Income Groups

No

of

Male

s

Figure 4: Male Salary Analysis


From the chart above we come to know that most of the male respondents lie in the

income category of Rs. 21,000 – Rs. 25,000. Next is the income category of Rs. 15,000 –

Rs. 20,000 having 11 males out of the total of 53 male respondents. Then comes the

income category of Rs. 26,000 – Rs. 30,000 having a share of 10 males out of the 53

male respondents and the category of Rs. 10,000 – Rs. 14,000 consists of just 9 males.

And at last the Rs. 31,000 and above income category consists of 6 male respondents.



From the above-mentioned pie chart, it can be clearly interpreted that males of

Aurangabad are fond of non-vegetarian food. This data represents that 46% of the total

respondents are non-vegetarian and 33% are vegetarian and 21% take both non-

vegetarian and vegetarian. Thus this data helps us in analyzing the eating habits of the

respondents and RED STEER would be able to cater 67%(46%non-vegetarian+21%both)

of males in the market

Classifiction of Female Diner's

Vegetarian

43%

Non-

Vegetarian

41%

Both

16%

Vegetarian

Non- Vegetarian

Both

Figures 6: Female Food Preference (Vegetarian vs. Non Vegetarian)


From the above-mentioned pie chart, it can be clearly interpreted that females of

Aurangabad are fond of vegetarian food. This data represents that 41% of the total

respondents are non-vegetarian and 43% are vegetarian and 16% take both non-

vegetarian and vegetarian. Thus this data helps us in analyzing the eating habits of the

respondents. Thus RED STEER would be able to cater 57%(41% non-vegetarian + 16%

both) of the females in the market

MEAT PREFERENCES


32.54

21.3 18.93

27.21

0

10

20

30

40

% of Males

Chicken Beef Lamb Fish

Male Food preferences

Figure7: Male Meat Preference


As RED STEER will be offering a variety of non-vegetarian items on the menu, so

through this analysis we will be able to decide on the non-vegetarian course option based

on the preference of the male respondents who will be our future customers.

The analysis shows the highest demand of chicken, which is 32.5%; the next most

demanded meat is fish, which is 27.21%, after which comes beef with 21.3% of the total

demand and last is lamb which only 18.93% of males preferred.


26.8221.95 20.12

31.09

0

10

20

30

40

% of females

Chicken Beef Lamb Fish

Female Food Preferences

Figures 8: Female Meat Preference


As RED STEER will be offering a variety of non-vegetarian items on the menu, so

through this analysis we will be able to decide on the non-vegetarian course option based

on the preference of the male respondents who will be our future customers.

The analysis shows the highest demand of chicken, which is 32.5%; the next most

demanded meat is fish, which is 27.21%, after which comes beef with 21.3% of the total

demand and last is lamb which only 18.93% of males preferred.

OVERALL MEAT PREFERENCE


2.9.3 Restaurant Preferences

RESTAURANT PREFERENCE BY MALES

0

5

10

15

20

25

Kream n

Krunch

City Spice Angeethi Amarpreet Others(Myth)

RESTAURANTS

NO

: O

F P

EO

PL

E Rank1

Rank2

Rank3

Rank4

Rank5

Figure 10: Restaurant preferences by males


From this graph we will come to know the preference of restaurant by males. The options

provided were, kream n krunch, city spice, angeethi, amarpreet, others (myth). Most male

respondents as one can see above preferred Angeethi as most male respondents gave it

rank1. The least preferred restaurant is Kream n Krunch as most male respondents gave it

rank5.


RESTAURANT PREFERENCE BY FEMALES

0

5

10

15

20

25

Kream n

Krunch

City Spice Angeethi Amarpreet Other(Myh)

RESTAURANTS

NO

: O

F P

EO

PL

E Rank1

Rank2

Rank3

Rank4

Rank5

Figure 11: Restaurant preferences by females


From this graph we will come to know the preference of restaurant by females. The

options provided were, kream n krunch, city spice, angeethi, amarpreet, others (myth).

Most male respondents as one can see above preferred Amarpreet as most female

respondents gave it rank1. The least preferred restaurant is Kream n Krunch as most

female respondents gave it rank5.


2.9.4 Preferred Lunch and Dinner Timing preferences

Eating Pattern Analysis

0

20

40

60

80

100

Morning Afternoon Evening

Time of the Day

No

. o

f P

eo

ple

Figure 13: Preferred Eating Timing


The graph shows that most of the respondents wants to visit restaurant during night and

very less during afternoon. Out of 100 respondents 93 respondents prefer to dine in

restaurant during night, while only 7 respondents wants to dine out during afternoon.

Thus this graph concludes that we have to be well prepared with our mis en place to serve

them fast and with efficiency without lacking quality.


2.9.5 Preferred Service styles

Service Preferences

7

94

13

1

10

100

Siver Service Casual Sevice Carry Out/ Take Out

Types of Services

No

. o

f P

eo

ple

Figure 14: Preferred service Styles


The graph above made us evaluate that most of respondents like casual service in their

favorite restaurant and they sometimes like to take away their orders.

So this graph lead us to conclude that we should have semi-casual service in our

restaurant and we should also have separate take away counter to deal with take away

orders so that take away order should also carry out efficiently along with sitting orders.


2.9.7 Restaurant Factor Analysis

RESTAURANT FACTOR-BASED ANALYSIS

0

1

2

3

4

5

6

Kream n Crunch City Spice Amarpreet Angeethi

Restaurants

Fa

cto

rs (

By

av

era

ge

)

Location

Qualty of Service

Ambience

Cuisine

Entertainment

Value for Money

Figure 16: Restaurant Factor Analysis


The graph above gives a detailed comparison of the various factors as mentioned above.

As observed above and referring back to the SWOT analysis of these restaurants, it’s

clearly seen that all the above restaurants are quite good in all the factors except

entertainment. Thus the grey area of these restaurants is entertainment. The reason for

this could be:

Unable to provide good music.

No setting up of television screens to make atmosphere lively.

No source of appealing entertainment.

What needs to be really focused upon is that though food quality, taste and ambience are

primarily the most important factors in any restaurant, they still might fail to give their

restaurant the feeling of customer satisfaction as they were lacking good source of

entertainment.

Thus all these factors have been considered in priority for putting up RED STEER


2.9.8 Beverage Preferences

Male ( Alcohol beverage Preferences)

0

10

20

30

40

Beer Wines Spirits

Alcohol Beverages

No

. o

f M

ale

s

Figure 17: Male alcohol Beverage Preferences


From the graph above, we will come to know the preference of beverage by male

respondents. From the graph above we can clearly see that most male respondents

preferred beer i.e. 30 male respondents out of total of 53 male respondents. The second

preferred by male respondents is spirits i.e. 18 out of total male respondents.


Female ( alcohol Beverage preferences)

0

5

10

15

20

25

Beer Wines Spirits

Alcohol Beverages

No

. o

f F

em

ale

s

Figure 18: Female alcohol Beverage Preferences


From the graph above, we will come to know the preference of beverage by female

respondents. As we can clearly seen that most female respondents preferred wine i.e. 20

male respondents out of total of 47 female respondents. The second preferred beverage

by female respondents is spirits i.e. 16 out of total male respondents.

As we wanted to keep just beer and wine in our alcohol menu, thus by looking both the

graphs we can conclude that the overall preferred beverages are beer and wine by both

males and females respectively. So we will keep only different types of beers and wines

in our alcohol menu.


2.10.1 An Examination of the revenue Grid

Age Group: 20 to 25 years Persons in the age category of 20 to 25 years spend as much as 24.015 per cent of their

monthly income on dinning out, making them essentially, the one of the most profitable

market segment. Also, the APC of this particular segment, is Rs. 370.74, which is the

third highest across all segment surveyed, though monthly household income happens to

be the lowest in this segment.

Age Group: 26 to 30 years Being the second highest number of total covers per month, and also spends as much as

24 per cent of their income on dinning out, the persons in this age group are clearly the

ones spending high on dinning out and thus is a potential segment for the market.

Age Group: 31 to 35 years The demographic groups of 31 to 35 years are also potentially rather profitable, as it

generates as much as 11.67 covers. Also an average person spends as much as 20.803 per

cent at casual eateries.

Age Group: 36 to 40 years With the highest number of total covers per month, also one of the highest average

monthly income, and the highest total spend as well, the persons in the age group of 36

years to 40 years are clearly the ones spending the highest when dinning out. This does

make it a profitable market segment. Also, the relatively percentage of their income spent

on dinning is highest i.e., 25.429 per cent. The marketers thus are of the opinion that this

particular segment is potential as well the most profitable segment. Monthly


Age Group: 41 to 50 years On the other hand, with relatively lower APC of Rs.316.66 and a total spend of 2637.77,

an average person in the age group of 41 to 50 years is not much of a spender on dinning

out.

Age Group: 51 to 60 years and 60 years and above Rather evidently, the oldest age group is the least profitable segment, with a mere 4.96

per cent spent of the monthly income on dinning out in the age group of 51 years to 60

years whereas 60 years and above age group spend 4.3 per cent when dinning out.


2.12 Fact sheet of Red Steer Name of the Restaurant: RED STEER

Address: - Red Steer, Saraswati Sankul, Below VLCC, Nirala Bazaar, Aurangabad- 431 001. Tel no: 0240 23836363

Fax no: 0240 23836364

Property Status: Leased

Service: Table Service

No of Covers: 54

Average Check/Cover: 450 – 500

Cuisine Serve: Steaks and Sizzlers

Hours: Mon-Sat Lunch: 12:00 to 15:30 Dinner: 19:00 to 23:30 Sun 16:30 to 23:30 Payment Methods: Cash, Visa, Master Card, Alcohol Served: Beer & wine (*wine room)

Dining Style: Casual Dining Parking: Available/ Valet Reservations: Recommended / Suggested USP: An experience of wine room.


2.12.1 S.W.O.T Analysis: Red Steer

Strengths: � First of its kind in Aurangabad

� Excellent Quality and Quantity of

food served.

� Located in commercial and

residential area of Aurangabad.

� Staff of the Restaurant is well

Trained and courteous towards the

guests


interiors.

� Offers an Wine tasting room

� Good portion size and have vast

variety of menu

� Staff is very friendly and

courteous towards the guest.

Weakness:

� Limited vegetarian menu

� Only serves beer and wines

� Since steaks are served, possibly

Religious People will hesitate to come.

Opportunities:

� Could tap the young crowd as well

as the 30 – 40 working class Community.

� Good opportunity to tap the foreign tourists.

� Opportunity to spread wine trend

in Aurangabad.

Threats:

� Competition faced from other outlets in

the vicinity which have been there for

long time.

� More multi-cuisine restaurants being

established and many of them serving

Vegetarian menu.


CHAPTER 3: OPERATIONAL PHASE NOTE:

This is to bring to the notice of the Readers and Examiners that in the marketing

Phase the entrepreneurs had considered 44 covers in their restaurant, but in the

operational phase after getting the actual area for the restaurant which is 2,150 Sq

ft, out of which entrepreneurs have given 1,505 Sq ft for dinning area and so we

have increased our covers from 44 to 55 covers. Thus in the operational phase, we

will be considering 55 covers for our proposed outlet –Red Steer

3.1 INTRODUCTION In the previous section comprising of the market survey conducted by the researchers,

revealed the feasibility of establishing a Steaks and sizzler house in the city of

Aurangabad. The researchers have conducted a detailed market survey to understand the

likes and dislikes of the customers all which will now reflect in the decisions made in this

section of actually operating the restaurant. The operational issues (if it may be termed

so) which will be discussed in this section are as follows:

• The concept

• Legal formalities

• Area requirements and allocations

• Menu planning

• Staffing and scheduling

• Facilities planning and interior designing

• Inventory requirements and their costing

• Equipment requirements and their costing


3.1.1 The Organization’s Goals

The entrepreneurs internalized and articulated their thoughts and developed a vision and a

mission statement for their partnership firm ‘RK Associates’, which would be the driving

force behind their proposed food and beverage enterprise.

3.1.2 The Vision

“To globalize through a commitment that empowers the organization at every

level to strive for the highest levels of Quality, Customer Care and Shareholder

Value”

3.1.3 The Mission

“To give the Customer reasons to smile”

S.M.I.L.E

S: Satisfaction

M: Maneuvering

I: Innovative

L: Loyal

E: Exciting and Fresh


Apart from that, Red Steer has an atmosphere where everything from the lighting to the

seating has a no worries attitude, and everything is laid back with service that is unlike

any other organization.

Red Steer’s biggest strength and asset is our employee’s, with fully trained servers that

are always friendly and very knowledgeable of the menu and customer service and

satisfaction coming before everything else.

3.1.8 The Organization’s Weaknesses

There could be possibility of people not responding to Steaks as well as wines. Also

people due to religion restriction may not appreciate Red Steer Serving beef.


3.2 RED STEER - THE CONCEPT If you appreciate good steak, you would know that nothing quite does it like a great cut of

sirloin, cooked to perfection and served with a side of vegetables, mashed potatoes and

caramelized onion rings. With Aurangabad being a city and home to major multinationals

in the automobile and consumer durables industry, there are many restaurants that serves

beef, but that aside, the city doesn’t has a single restaurants that specializes in serving

steak.

Thus we take the opportunity of setting up the first Steak house and Sizzlers (Red Steer)

in Aurangabad. Red Steer will be without doubt the best place to have steaks and the

chief factor that makes this restaurant special will be the quality of the meat. A steak is

only as good as its cut and here you will get prime cuts. Here waiters will whip out pens

and pads from holsters to take your order while good old country music plays in the

background.

3.2.1 Level and Style of Services

Being an Exclusive Steak House Restaurant with an attached wine Room catering

primarily to the upper class will provide a semi –formal style of service. Being an Up-

Market Restaurant, great focus will be laid upon providing the highest levels of service

through well trained, courteous staff.

3.2.2 Cuisine

Red Steer specializes in serving all types of Steaks and Sizzlers, and there will be no

doubt that you will spot something of your choice to relish, whether it's a pepper- steak, a

filet mignon, or aromatic vegetable sizzler.

Red Steer will also serve perfectly seasoned steaks sizzling on platters heated to 450

degrees, mouthwatering sides, and fantastic desserts.

A lovely wine room will be available for wine lovers and private events occasionally.


3.2.3 Clientele Profile

As seen earlier in the marketing phase, the researchers/entrepreneurs plan to target the following age groups:

• 26 - 30 • 31 - 35 • 36 – 40

Rationale:

• High monthly disposable income

• High ACP

• High frequency of Visits

• Their mentality will match the concept.

• They naturally enjoy this kind of a concept as they can connect with it.

• Due to regular visits of this age group, they will yield more revenues and they will

also help in bringing more clients mostly of the same ages.

3.2.4 Location and Positioning

RED STEER is located in the heart of Nirala Bazaar, around which many industrial hubs

have been located, as a result there are many corporate offices come up, which provides

an elite establishment for the business corporate to entertain their clientele. It accessible

from all areas of aurangabad and since it falls in the middle which leaves for minimum

conveyance time.


3.3 LEGAL FORMALITIES – LAWS AND LICENSES

3.3.1 Approval of the Project / No Objection Certificate

Issuing authority: Municipal Corporation and fire Department

Registration Authority: Government of India

Purpose: As a clearance for operation of an establishment

Validity: Till the expiry of the Establishment

Fees: Rs.2000

Documents required:

Four Copies of the blue print of the Floor plan with an application to the ministry of

Tourism, Government of India, New Delhi

3.3.2 Registration under Bombay Shops and Establishment Act, 1948

This act is a social piece of legislation of the State Government enacted to prevent sweat

labourers of Un-organized sector and to regulate the condition of work and employment

and therefore to secure maximum benefits to the employees working in different

categories of establishment viz. Shops, Commercial Establishments, residential hotels,

restaurants, eating houses, theatres and other places of public amusement or

entertainments are mainly protected by the provisions of this act. For the jurisdiction of

Greater Mumbai by virtue of the statutory provisions of Section 43 of the said Act subject

to the overall supervisions of the State Government through the Commissioner of Labour,

Mumbai. The shops & Establishments Department is headed by the Chief Inspector,

Shops & Estds. The Chief Inspector, Shops & Establishments is assisted by Four Deputy

Chief Inspectors.


Issuing authority: Collector Office

Registration Authority: Chief Inspector (The shops & Establishments Department)

Registration: – Form A (Within 31 days of its commencement)

Renewal of Registration: – Form B (Last date 15th December)

Notice of Change: – Form E

Validity: One year

Registration Fees per year: Rs.600/- (for Shops and Establishment having 11 – 20

employees)

Fees for Renewal of Registration Certificate per year: Rs.600/-

Trade Refuse Charges per year: Rs.1800/-

Documents required:

• Memorandum of Articles of Association/Trust deed.

• Premises purchase Agreement.

• List of Directors / Managers.

• First Bank Account opening proof / Bank Account Number details.

• First Income Tax Assessment order/PAN

• AMC declaration

• Date of commencement of business

Forms and Formalities:

• Form 'A': This form is prescribed for registration of the Estds, under Bombay

Shops & Estds. Act, 1948. Registration is made under Sec 7(1)(4) of the said act.

• Form 'B': This is prescribed for the periodical renewal of registration certificate

say for one year or three at a time. Renewal is made under sec 7(2A) of the

Bombay Shops and Estds. Act

• Form 'E': This form is prescribed for making any subsequent change in the

information already submitted in form 'A'.


3.3.4 No Objection Certificate from Fire Department

Issuing authority: Aurangabad Fire Department

Registration Authority: Chief Fire officer

Purpose: Clearance of the establishment following fire safety norms

Validity: Renewable

Fees: Rs.1000/- onwards

3.3.5 Maharashtra Prevention of Food Adulteration Act,1954

The Prevention of Food Adulteration Bill was passed by both the house of

Parliament and received the assent of the President on 29th September, 1954. It came into

force on 1st June, 1955 as THE PREVENTION OF FOOD ADULTERATION ACT,

1954 (37 of 1954).

In this Act unless the context otherwise requires,— (i) "Adulterant" means any material which is or could be employed for the purposes of adulteration; (ii) "Adulterated"—an article of food shall be deemed to be adulterated—

• if the article sold by a vendor is not of the nature, substance or quality demanded by the purchaser and is to his prejudice, or is not of the nature, substance or quality which it purports or is represented to be;

• if the article contains any other substance which affects, or if the article is so processed as to affect, injuriously the nature, substance or quality thereof;

• if any inferior or cheaper substance has been substituted wholly or in part for the

article so as to affect injuriously the nature, substance or quality thereof;


• if any constituent of the article has been wholly or in part abstracted so as to affect injuriously the nature, substance or quality thereof ;

• if the article had been prepared, packed or kept under in sanitary conditions whereby it has become contaminated or injurious to health;

• if the article consists wholly or in part of any filthy, putrid, , rotten, decomposed or diseased animal or vegetable substance or is insect-infested or is otherwise unfit for human consumption;

• if the article is obtained from a diseased animal;

• if the article contains any poisonous or other ingredient which renders it injurious to health;

• if the container of the article is composed, whether wholly or in part, of any poisonous or deleterious substance which renders its contents injurious to health;

• if any colouring matter other than that prescribed in respect thereof is present in the article, or if the amounts of the prescribed colouring matter which is present in the article are not within the prescribed limits of variability;

• if the article contains any prohibited preservative or permitted preservative in excess of the prescribed limits;

• if the quality or purity of the article falls below the prescribed standard or its constituents are present in quantities not within the prescribed limits of variability, but which renders it injurious to health;

• if the quality or purity of the article falls below the prescribed standard or its constituents are present in quantities not within the prescribed limits of variability but which does not render it injurious to health:

• Provided that, where the quality or purity of the article, being primary food, has fallen below the prescribed standards or its constituents are present in quantities not within the prescribed limits of variability in either case, solely due to natural causes and beyond the control of human agency, then, such article shall not be deemed to be adulterated within the meaning of this sub-clause.

Issuing authority: Director of the Central Food Laboratory

Registration Authority: Municipal Corporation, Health Department


3.3.8 NA Layout

Issuing authority: City Engineer

Registration Authority: Auranagbad Municipal Corporation (Head office)

Purpose: To approve the area for Restaurant

Validity: One- time Approval

Fees: Rs.33, 000/- for every 1.5 acres (to be paid by lessor)

Only after receiving the above mentioned approvals and licenses, the outlet can apply for

its liquor license.

3.3.9 State Excise and Prohibition License: FL- II

Issuing authority: Excise Department

Registration Authority: Asst. commissioner, Customs and Central Excise, Aurangabad

Purpose: To store and Serve Wine and Beer

Validity: One year

Fees: The new license being introduced by the excise department called ‘Wine and Beer’

with a fee of Rs.600/- per day. Therefore, the annual fee is Rs.2, 19,000/-

3.3.10 Electricity Connection (Commercial)

Issuing authority: Maharashtra State Electricity Board Co. Ltd

Registration Authority: Chief Executive Engineer

Purpose: Sanction of electricity

Validity: Till continuation of the outlet

Fees: Rs. / - per month or ---watts


Documents required:

The proprietor of the restaurant has to write an application in the favour of Chief

Executive Engineer for that particular reason.

3.3.11 Water Prevention and Control Act 1974

23rd March, 1974, An Act to provide for the prevention and control of water pollution

and the maintaining or restoring of wholesomeness of water, for the establishment, with a

view to carrying out the purposes aforesaid, of Boards for the prevention and control of

water pollution, for conferring on and assigning to such Boards powers and functions

relating thereto and for matters connected therewith.

Issuing authority: Maharashtra Pollution Control Board

Purpose: Prevention and Control of water pollution, Commencement of Establishment

Validity: Till continuation of the Establishment

Fees: Rs.2, 200/-

Documents required:

• Index /Site Plan showing the surrounding such as town, Transport Routes etc.

• Detailed layout plan of the Establishment premises showing structures, water

supply line, storm drain, sewers for domestic effluents, for trade effluents,

location of effluent treatment and its disposal and any other useful information,

drawing, tables etc.

• Xerox copy of consent granted under Air & Water (P&C.P.)Acts.

• Process flow sheet.

• Chemical reactions involved in each process.

• NOC from local body for proposed Establishment.

• Water budget calculations.


3.3.12 Water Connection Certificate

Issuing authority: Municipal ward Office – Water Department

Registration Authority: Junior Engineer, Sub Divisional Office (Aurangabad)

Purpose: Water Connection/Supply based on the grade of Restaurant

Validity: Till the Continuation of the Establishment

Fees: Grade I: Rs.40/ 1000 Litres for month

Documents required:

• Index /Site Plan showing the surrounding such as town, Transport Routes etc.

• Detailed layout plan of the Establishment premises showing structures, water

supply line, storm drain, sewers for domestic effluents, for trade effluents,

location of effluent treatment and its disposal and any other useful information,

drawing, tables etc.

3.3.13 Clearance from the Maharashtra Pollution Control Board

Issuing authority: Maharashtra Pollution Control Board

Registration Authority: Local bodies

Purpose: Operating Hot water/ Air

Validity: One time Registration

Fees: Nil


3.3.18 Approval for Cold Storage Installation

Issuing authority: Ministry of Agriculture

Registration Authority: Municipal Corporation

Purpose: Storage of food

3.3.19 Contract Labour License

Issuing authority: Aurangabad Municipal Corporation - Labour department

Purpose: Permission for Storage of food and Disposal of waste, following municipal

Guidelines

Validity: One year

Fees: Rs.100/- year

3.3.20 Sales Tax

Issuing authority: Commissioner Sales Tax

Purpose: Regulating the collection and payment of sales of food, liquor etc.

Validity: One year

3.3.21 Land and Building Tax

Registration Authority: Maharashtra State Govt.

Purpose: Payment of tax on value of Land and Building

Validity: Renewable

Fees: Depending upon the area and the type of establishment (Commercial, residential

etc)


3.3.22 Availing of Fiscal Incentives

Issuing authority: Dept. of Tourism

Registration Authority: Commissioner of Income Tax

Purpose: Approved under section 32, 33, 80 of the IT act

3.3.23 Weights and Measurement Certificate

Registration Authority: State Weights and Measurement Department

Purpose: Verification of weighing scales used on premises

Fees: Rs.450 per weighing scale of 100kgs limit

3.3.24 Heavy Machine Operating Permission

Issuing authority: Aurangabad Municipal Ward Office

Registration Authority: Chief Engineer –Building and Factory Department

Purpose: Required for the operation

Validity: Rs.500 per operating machine every 4 years

3.3.25 Gradation License

Issuing authority: Aurangabd Municipal Ward office

Registration Authority: Health Department

Purpose: Grades I, II OR III based on infrastructure, sanitary conditions and medical

examination of staff

Validity: One Year

Fees: Rs.1, 000/-


3.3.31 P.N.R for Eating House

Issuing authority: Income Tax Department

Purpose: Registration with income tax department for fillings of annual returns

3.3.32 Trade / Storage License

Registration Authority: Office of the Municipal Commissioner

Purpose: Permission to conduct Trade

3.3.33 Structural Slab Certificate

Issuing authority: Engineer authorized by the Municipal ward Office

Purpose: Certification of the strength of the Building / Structure after renovation

Fees: Rs.2000/- onwards

3.3.35 Insurance

Registration Authority: Insurance Agency

Purpose: Movable / Immovable Assets

Fees: Depending on the net worth of capital assets

3.3.36 Health Certificate for the Staff

Issuing authority: Aurangabad Municipal Office – Health Department

Purpose: Ascertaining if staff carry any infectious diseases that can be passed on to

consumers

Fees: Rs.300/- per employee


3.3.37 Excise Account Register

Issuing authority: Excise Department

Purpose: For maintaining records pertaining to sale of liquor

Fees: Rs.600/- each register.

3.3.38 Health License

Issuing authority: Municipal Ward office – Health Department

Purpose: Service of food and liquor

Validity: Renewable in December every year

Fees: Rs.200/- to Rs.28, 000/- Based on grade and Sq ft area of Eating House.


3.5 AREA REQUIREMENT AND ALLOCATIONS The area allocation for each section of a restaurant involves significant research and

reckoning as it depends on a number of factors such as the theme of the restaurant,

number of covers , type of cuisine served, style of service, number of meals to be

prepared , number of staffs in the restaurant, storage etc. Based on the conceptual details

and area availability, the entrepreneurs have allocated the available space of 2,150 sq. ft

(carpet) for Red Steer as shown below.

The Area Distribution for RED STEER is as follows:

Total Area Leased 2,150

No. of Covers 55

Back Area 645

30.00%

Kitchen 295

Stores 60

Liquor stores 30

Pot wash 45

Dish wash 40

Walk-in 85

Staff Locker Room 90

Actual Restaurant Area 1,505

70.00%

Dinning Area 1105


Wine room Area 282

Guest Wash Room 80

Waiting Area 20

Cashier 18


3.6.2 Flooring

As you walk into Red Steer, you will walk on elegant but rustic brown wooden flooring

taking you into the past. The wine cellar would also have Terracotta flooring. The kitchen

and the pot wash areas will have a kota flooring due to its durability and scratch

resistance. The guest room will have Ceramic tiles while staff locker room will have

ceramic tiles but of cheaper quality.

3.6.3 Furnishings

RED STEER, being a Steak house, will provide guest with formal wooden tables and

chairs which will be a mixture of mahogany and rustic wood, which make one feel as if

they are at the king’s dinning table in the 18th century.

3.6.4 Restrooms

RED STEER will have one English Styled restroom for both ladies and gentlemen.

Restroom will be decorated with wooden color tiles on the walls whereas the floor would

be of ceramic tiles.

The wash basin will be of jaguar whereas W.C will of Parryware Brands. There will also

be a hand dryer and some face napkins.

There will also be one English style staff restroom in the staff locker room.


3.6.5 Interior Costing

3.6.5.1 Floorings costing

Floorings

Area Flooring Rate / sq.ft Total Area (sq.ft) Cost Supplier

Restaurant Wooden 175 1,505 263375

Kitchen Kota 45 295 13275

Locker room

Ceramic Tiles

30 90 2700

Guest Toilet

Ceramic Tiles

50 80 4000

Wine Room

Terracotta 200 282 56400

Total 3,39750

Classic Flooring and Interior Pvt Ltd, Lower Parel, Mumbai – 400013 Tel -022-2497621 Swastik Tiles and Ceramic Centre, Opp. All India Radio, Jalna Road, Aurangabad - 431001 Phone(s) : 0240-2326257 Mobile : 98220-58499


3.6.5.3 Furniture Costing

Item Size Quantity Rate/Unit Cost Supplier

Dinning Tables – oval

79"x43"x29"h

1 13,600 13,600

Dinning Table - Rectangular

10.4 ft x 3.78 ft

1 21,250 21,250

Dinning Tables – round

51"x29"h 7 11,210 89,680

Dinning Tables - round

35"x35"x39"h

5 8,050 40,250

Chairs 2ft ×1.5ft × 3ft

52 12,00 62,400

Sofas L shaped

10ft × 2.16ft × 3ft

1 26,130 26,130

Sofas (3 seater)

5ft × 2.16ft × 3ft

1 12,567 12,567

Sofas ( 5 seater)

7ft × 2.16ft × 3ft

1 19,000 19,000

Service Door 3ft × 7ft 3 4,500 13,500

Main Entrance Door

4ft × 7ft 1 8,400 8,400

Other doors 3ft × 7ft 9 2,300 20,700

Sideboards 3ft × 1.5ft × 3ft

3 3,500 10,500

Side Table 2.5ft × 1.5ft × 2ft

2 1,460 2920

Total 3,29,687

Woodland Furniture

Work, Juna Bazar Aurangabad - 431001 (Maharashtra) India Phone(s) : 0240 - 2355567 , 2322233 Mobile : 9822050580 (Mr. Daulat Khan)

Gangagiri Glass, Address: Plot No. 1099, Turbhe Navi Mumbai, Belapur, Maharashtra - 400 614, India Phone: +(91)-(7257)-65217484 Supreme Status Doors Address: Vijay Arcade, Plot No. 16, Dharamprth Extension, Nagpur, Maharashtra - 440 010, India Phone: +(91)-(712)-2245612 Fax: +(91)-(712)-2245612


3.6.5.4 Lighting Costing

Lighting Costing

Area Lighting

System

Rate/

unit

Watts/

Unit

No. of

units

Total

Cost

Total

watts

Supplier

Restaurant CFL Bulbs

300 40 45 13500 1800

Wine room

CFL Bulbs

300 40 20 6000 800

Guest rest room

CFL Bulbs

300 40 6 1800 240

Staff Restroom

Tube Light

200 240 1 200 240

Kitchen Tube Light

200 240 12 2400 2880

Main Door Side lamps

Foot light 35 150 2 70 300

Banner LED Lighting

250 150 2 500 300

Total 24,470

Poonam Electricals Shop No. 42, Oswal Market,, Near Pandharpur Bus-Stand, Waluj Aurangabad - 431136 (Maharashtra) India Mr. Jitendra Burad Phone(s) : +91-240-2552324 Mobile : +91-9890448943 Fax : +91-240-2552324

R.K.

Electricals Rehmania Colony, Aurangabad - 431001 (Maharashtra) India Proprietor Mohd. Rafique


3.6.5.7 Fire Extinguisher Costing

Fire Extinguisher

Area Item Quantity Rate/ Unit Cost Supplier

Restaurant Extinguisher A

2 4,850 9700

Kitchen Extinguisher BC 3 4,850 14550

Total 24,250

Prachi Fire Services, Ekanth Nagar Osmanpura, Aurangabad, 431005. Mobile-09850141107

3.6.5.8 Electronic Accessories Costing

Electronic Accessories

Item Quantity Brand Rate/ Unit Cost Supplier

Telephone 2

1200 2400

Cordless Phone

1 2300 2300

Computer 2

26,000 52000

Printer 2

4,750 9,500

Micros Software

1 61,000 61,000

Total

1,27, 200

Luans Electronics, Plot No. 27, Cidco Service Industry Zone, Aurangabad, 431003, India

Electronic Sales

Corp. Opp. Telephone Bhavan, Nutan Colony, Aurangabad-431001 Phone: 0240-2330110


3.7 INVENTORY REQUIREMENT AND COSTING

3.7.1 Cutlery inventory

Item Cost/Unit Quantity in

Use

Quantity in

Stock

Total Cost Supplier

Large Knife 98 40 25 6370

Large Fork 98 40 25 6370

Steak Knife 105 60 45 11025

Small Knife 86 60 45 9030

Dessert Fork 45 60 45 4725

Fish Knife 74 16 20 2664

Fish fork 74 16 20 2664

Service fork 70 15 25 2800

Service Spoon 70 15 25 2800

Dessert Spoon 55 60 45 5775

Coffee Spoon 14 35 30 910

Tea Spoon 12 35 30 780

Total 55,913

Tej

Collection, Shop A/1, Saudi Market, Near Bank Of Baroda, Paithan Gate, Aurangabad, 431001 Duraware

Pvt Ltd, B-5, M.I.D.C. Area, Near Railway Station, Aurangabad – 431005. Telephone – 91 – 240 -334085 / 335063. Contact – Mr. Mukund Bhogale.


3.7.2 Crockery inventory

Item Cost/Unit Quantity

in Use

Quantity

in Stock

Total Cost Supplier

B n B Plate 54 65 80 7830

Dinner Plate 175 65 90 27125

Dessert Plate 80 110 200 21600

Fish Platter 145 60 90 21750

Platter (28 cms.) 240 60 90 36000

Platter (32 cms.) 290 60 90 43500

Entrée dish (8 inc) 115 60 40 11500

Entrée dish (7 inc) 105 60 40 10500

Salad Bowl 275 60 90 41250

Coffee/ Teapot (24 oz)

210 35 25 12600

Milk Pot 170 35 25 10200

Sugar Pot 145 35 25 8700

Cruet Set 30 70 30 3000

Tooth Pick Holder 25 45 25 1750

Sugar Sachet Holder

25 35 30 1625

Water Jug 450 12 12 10800

Total

2, 69,730

Tej

Collection, Shop A/1, Saudi Market, Near Bank Of Baroda, Paithan Gate, Aurangabad, 431001 Duraware

Pvt Ltd, B-5, M.I.D.C. Area, Near Railway Station, Aurangabad – 431005. Telephone – 91 – 240 -334085 / 335063. Contact – Mr. Mukund Bhogale.


Wine Chiller

Stand

2000

3 1 8,000

Total 89,839


3.7.4 Glassware Inventory

Item Cost/unit Capacity

(oz)

Capacity

(ml)

Qty

in use

Qty in

stock

Total

cost

Supplier

High ball

glass

32 10 300 60 40 3,200

Red wine 98 8.5 255

58 35 9,114

White wine 94 6.25 187.5 58 35 8,742

Sherry

glass

89 4 120 20 10 2,670

Port glass 89 4 120

20 10 2,670

Champagn

e glass

94 5.25 157.5 20 10 2,820

Beer goblet 40 11 330 60 40 4,000

Crystal

decanter

1500 2 2 6,000

Saifi Stores,

Surana building,

Bhajimandi,

Aurangabad.

Duraware Pvt

Ltd, B-5, M.I.D.C. Area, Near Railway Station, Aurangabad – 431005. Telephone – 91 – 240 -334085 / 335063. Contact – Mr.

Mukund Bhogale


3

Naphthalene Balls

10

3 15 180

Odonil

22

3 15 396

Vim 12

1 15 192

Stewarding Caps

5

3 50 265

Commercial Dustbin

265

3 1 1060

Total 6,067


3.7.6 Wine Inventory

Cost/

Bottle

Required/

Month

Cost/

Month

Required/

Year

Cost/

Year

Supplier

Champagnes & Sparkling

MOUTARD GRAND CUVEE NV, BUXEUIL FRANCE

2,632 1 2,632 12 31584

MOUTARD PRESTIGE ROSE NV, BUXEUIL FRANCE

2,675 1 2,675 12 32100

PERRIER JOUET GRAND BRUT

3,579 1 3,579 12 42948

BOLLINGER SPECIAL CUVEE NV

4,922 1 4,922 12 59064

PROSECCO DI CONEGLIANO DOC

1,984 1 1,984 12 23,808

MOET ET CHANDON BRUT IMPERIAL ROSE

4, 950 1 4,950 12 59,400

MARQUIS DE POMPADOUR CHATEAU INDAGE

6,20 2 1,240 24 14,880

SULA BRUT SULA VINEYARDS

1,500 2 3,000 24 3,6000

White Wines

ECHEVERRIA UNWOODED CHARDONNAY 2007/08, CHILE

1,346 1 1,346 12 16152

PINOT GRIGIO, ANDREA DI PEC 2006/07, ITALY

1,547 1 1,547 12 18564


Red Wines “THE BLACK” SHIRAZ 2006/07, GRIFFITHS, AUSTRALIA

1,548 1 1,548 12 18576

ECHEVERRIA MERLOT 2006/07, MAULE VALLEY, CHILE

1,548 1 1,548 12 18576

AUGUSTINOS PINOT NOIR GRAND RESERVA, 2007, BIO-BIO, CHILE

1,746 2 1,746 24 20,952

GAMAY,COTEAUX DU LYONNAIS 2006, FRANCE

1,349 1 1,349 12 16188

BERTON RESERVE 2006, CABERNET SAUVIGNON COONAWARRA, AUSTRALIA

1,807 2 1,807 12 21684

DON DAVID RESERVE MALBEC 2006, ARGENTINA

1,746 1 1,746 12 20952

CHATEAU NEUF DU PAPE 2004/05, DOMAINE DU GRAND TINEL

3,326 1 3,326 12 39912

MINER FAMILY NAPA VALLEY MERLOT

1,245

1

1,245 12 14940

CABERNET SAUVIGNON CHATEAU INDAGE –RIVIERA

6,40 2 1,280 24 15360

Dessert Wines

NIVOLE MOSCATO D’ASTI 2004, ITALY HALVES

7,50 1 7,50 12 9000


BERTON RESERVE BOTRYTIS SEMILLON 2004, AUSTRALIA HALVES

8,50 1 8,50 12 10200

MINIMUM NO OF

BOTTLES PER

MONTH/ PER

YEAR

36 444

MINIMUM COST

PER MONTH/

YEAR

57,749 7,59,156


3.7.7 Beer Inventory

All the following brands of the beer will be supplied by Golden Eagle Wine Shop,

N-1 Aurangabad.

Items Capacity Cost per

Bottle/Can(Rs.) Required / Week

Cost/week

Kingfisher 330ml (Pint) 750ml

35 65

70 50

2,450 3,250

Budweiser 330ml (Pint) 750ml

38 65

35 20

1,330 1,300

Foster 330ml (Pint) 750ml

35 72

45 20

1,575 1,440

Hayward’s 5000 330ml (Pint) 750ml

35 65

35 20

1,225 1,300

Tiger 330ml (Pint) 750ml

35 66

25 15

875 990

Carlsberg 330ml (Pint) 750ml

46 80

35 20

1,610 1,600

Heineken 330ml (Pint) 83 25 2,075

Corona 330ml 96 25 2,400

Total Number of Bottles required per week

440

Total

23,420


Sink 1

Weighting Scale 7,000 1

7000

Water Cooler 9,800 1

9800

Fly killer ( Double tube Light)

5,400 2

10800

Storage Racks 6,000 1

6000

Total

6,00,420

Phone: + (91)-(22)-28512642 Icy Industries, Plot No. EL-36, Opp. Prachi Forge, Chikalthana M.I.D.C. Aurangabad - 431210 (Maharashtra) India Phone : +91-240-2483928 Fax : +91-240-2488026


3.8.2 Light kitchen Equipment Costing

Item Description Price / Unit

Quantity Total Cost Supplier

Sauté Pan 6’’ 335

6 2010

Sauté Pan 8’’ 390

2 780

Sauté Pan 14 ’’ 650

1 650

Deep Frying Pan 1,140

1 1140

Chopping Board 1,450

6 8700

Conical Strainer 340

2 680

Plastic Boxes 45

18 810

Peelers 20

3 60

Knives 8’’ Blades 785

8 6280

Pairing Knife 135

2 270

Filleting Knife 1,270

1 1270

Butchers knife 345

2 690

Chopper 985

1 985

Whisks 50

4 200

Ladles 46

14 644

Spatula 50

3 150

Wooden Spoon 35

6 210

Flat Metal Spoon 35

4 140

Perforated Spoon 3 480

Duraware Pvt

Ltd, B-5, M.I.D.C. Area, Near Railway Station, Aurangabad – 431005. Telephone – 91 – 240 -334085 / 335063. Contact – Mr. Mukund Bhogale.

Sudershan

Equipment and

Designs Address: S. No. 13/6A/1, Nanded Phata, Sinhagad Road, Pune, Maharashtra - 411 041, India Phone: +(91)-(20)-32901375 Fax: +(91)-(20)-24392980


3.9 STAFFING In today’s highly competitive foodservice industry, service is often the key role to

success. One of the most important resources for any service oriented business is its staff.

Staffing is the practice of finding, evaluating and establishing a working relationship with

future employees.

The staff needs to be recruited and trained in accordance with the requirements of the

restaurant. It is mandatory for the management of an enterprise to ensure that staff is

adequate and competent so that they may be able to ensure the success of the restaurant.

Recruitment, pre-employment testing, interviewing, selection, employment, placement,

orientation and training are key aspects in finding the right people and preparing them to

work successfully in the restaurant.


3.9.1 Hierarchy of service and kitchen staff

The entrepreneurs of RED STEER will be overlooking the entire start up and operation of

the establishment, and thus will handle the roles of the Executive Chef and the Restaurant

Manager.

Executive Chef/Restaurant

Manager

Assistant Restaurant Manager 1

Sous Chef

Stewards

Assistant Restaurant Manager 2

Utility Worker

Security Guard

Commis

Kitchen

Kitchen Stewarding


The Duty Roster for the Font Operation Area Staff will be prepared by the Restaurant

Manager. This duty roaster will be prepared after every two weeks and will be displayed

on the notice board in the back area of the restaurant.

A sample of the Duty Rota for the restaurant is shown below for the service staff S.No DESIGNATION MON TUE WED THU FRI SAT

SUN

1 Restaurant

Manager

B OFF B B B B E

2 Assistant

Restaurant

Manager 1

B B OFF B B B E

3 Assistant

Restaurant

Manager 2

OFF B B B B B E

4 Steward 1 B

B B OFF B B E

5 Steward 2 OFF

B B B B B E

6 Steward 3 B

B OFF B B B E

7 Steward 4 B

OFF B B B B E

8 Steward 5 B

B B OFF B B E

9 Utility Worker 1 B

B B B B B OFF

10 Utility Worker 2 B

B B OFF B B E

11 Security Guard 1 E E E OFF N N N

12 Security Guard 2 N N OFF E E E E


Back Area Operations The requirement of staff for Back Area Operations is as follows:

DESIGNATION NUMBER

Executive Chef O1

Sous Chef 02

Commis 04

Kitchen Stewarding 02

TOTAL 09

Duty timings for the Back Area Staff Following are the shifts for the Back Operational Area:

• Break Shift [B] 11:00 HRS – 15:30 HRS 19:00 HRS – 23:30 HRS

• Morning Shift [M] 10:00 HRS – 19:00 HRS

• Evening Shift [E] 1400 HRS – 23:30 The duty roaster for the Back operations staff will be prepared by the Executive Chef. This duty roaster will be prepared every week and will be displayed on the notice board in the back area of the restaurant.


Duty roaster for the Back Area Operation staff is displayed below: S.No DESIGNATION MON

TUE WED THU FRI SAT SUN

1 Executive Chef OFF

B B B B B E

2 Sous Chef 1 B

OFF B B B B E

3 Sous Chef 2 B

B B OFF B B E

4 Commis 1 M

M OFF M M M E

5 Commis 2 E

E E E OFF E E

6 Commis 3 B

B M OFF B B E

7 Commis 4 OFF

B B B E B E

8 Kitchen

Stewarding 1

B B OFF B B B E

9 Kitchen

Stewarding 2

B OFF B B B B E


3.9.4 Employee uniforms

Uniform is a very important aspect for the ambience of any restaurant. The uniforms of

the employees should be matching to the color of the restaurant, which should look smart

on the individual. The uniforms of RED STEER have been designed on the basis of its

lounge theme, which suite the entire concept.

The uniform code for the Food & Beverage department will be as follows:

Restaurant Manager: Blue Business suite with a White shirt, pink and purple strip satin

tie, with blue trouser and also Black business suite with a white shirt and blue and golden

strip satin tie with black trousers, Black belt and oxford shoes.

Cost of Uniform for Restaurant Manager

ITEM RATE Nos COST (Rs.)

Shirt 400 03 1,200

Blue Trouser 550 01 550

Black Trouser 550 01 550

Blue Jacket 1,500 01 1,500

Black Jacket 1,500 01 1,500

Tie 150 02 300

Belt 250 01 250

Oxford Shoes 900 01 900

Total 6,750


Assistant Restaurant Manager:

Black business suite with a white shirt, Black and white strip satin tie, black trousers and

oxford shoes.

Cost of Uniform for Assistant Restaurant Manager


Shirt 300 06 1,800

Black Trouser 350 04 1,400

Tie 95 02 190

Blazer 700 02 1,400

Oxford Shoes 550 02 1,100

Total 5,890

Stewards:

White shirt, black waist jacket, black trousers, pin strip apron and black shoes.

Cost of Uniform for Stewards


Shirt 200 10 2,000

Black Trouser 300 10 3,000

Waist Jacket 300 05 1,500

Pin strip Apron 110 10 1,100

Black Shoes 450 05 2,250

Total 9,850


Commis: White chef coat with black and white chequered trouser, black apron and black shoes.

Cost of Uniform for Commis


Chef Coat 475 8 3,800

Trousers 450 8 3,600

Apron 100 8 800

Black Shoes 550 4 2,200

Total 10,400

Kitchen Stewarding/ Utility Worker: Blue t-shirt and black trousers, blue cap and black shoes. Cost of Uniform for Kitchen Stewarding/ Utility Worker


T- Shirt 150 8 1,200

Trouser 200 8 1,600

Cap 60 4 240

Shoes 350 4 1,400

Total 4,440


TOTAL COST OF UNIFORMS

Employee Cost (Rs.)

Restaurant Manager 6,750

Assistant Manager 2,945

Stewards 9,850

Executive Chef 5,820

Sous Chef 6,780

Commis 10,400

Utility Worker 4,440

Kitchen Stewarding 4,440

TOTAL 51,425

3.9.5 Job Descriptions and Specifications of Restaurant Staff

A complete and accurate job description for each position in a restaurant is an absolute

necessity today. They help the employees to better understand their duties,

responsibilities and the results and standards of work that they need to achieve.

Job description gives you a benchmark with which to communicate your expectations and

evaluate performance, both good and bad. Job descriptions also play a key step in the

hiring process. The employees should have an accurate picture of what the job entails and

what they need to do be a successful employee in the restaurant.

JOB TITLE: Restaurant Manager

Duties and Responsibilities:

� Oversees overall operation of the outlet.

� Estimates all food and beverage costs as well as day to day operation costs.


� Handles cash and credit cards properly.

� Will place orders in the kitchen by punching a Kitchen Order Ticket or KOT with

the help of a computerized MICROS system.

� He will be responsible for ordering and maintaining an inventory of beers.

� Works as a team member to maintain a professional work environment.

� Performs closing duties and side work.

Job Specification:

� Must be high school diploma holder and/or performed service training.

� Must have a minimum work experience of 6 months.

� Must be pleasing and social in nature.

� Must have effective communication skills.

� Must have a basic knowledge of different cuisines and drinks, with special

relevance to the concept of ‘RED STEER’.

� Must have thorough knowledge of wines, which will be served, in the wine

lounge room.

JOB TITLE: Restaurant Utility Worker

Reports To: Restaurant Manager


� Will be responsible for the cleanliness of all dishware, pot ware and glassware.

� Will be responsible for the cleanliness of the Front Area of the restaurant.

� Will be responsible for the safe operation of a commercial dish machine.

� Will be responsible for maintaining clean workstations and maintaining sanitation

standards.

� Will be responsible for overall upkeep of outlet including all employee areas as

well as guest areas.


Job Specification:

� Should have studied at least till the 10th standard.

� Should have a minimum experience of 6 months.

� Must maintain a clean and hygiene appearance.

� Must be punctual and shoulder responsibilities.

JOB TITLE: Security Guard

Reports To: Restaurant Manager


� Guard the restaurant at all times.

� Be alert to the surroundings.

� Prevent unwarranted entries in to the restaurant.

� Deal with intoxicated guests as they exit the restaurant.

� Maintain the decorum of the restaurant in the case of any violent incident.

Job Specifications:

� Must be physically fit.

� Must know little English to communicate well with international customers.

� Must have knowledge about the restaurant culture.





JOB TITLE: Executive Chef


� Serves well prepared food.

� Supervises cooking stuff in the production of all menu items, including using and

adjusting recipes, using high quality ingredients, operating kitchen equipment,

evaluating food, portioning and garnishing.

� Will be responsible for the hiring and training of Commis, dishwashers and other

kitchen staff.

� Supervises the safe handling of food.

� Supervises receiving of all food and beverage to ensure adequate quantity and

quality.

� Supervises weekly inventories.

� Manage human resources to ensure satisfactory employee job performance.

� Oversees the cleanliness of the kitchen and sees that all equipment is in working

order.

� Well equipped to reduce food cost, increase profit and stay with budget.

Job Specifications:

� Must be hotel management diploma holder.

� 3years of culinary training required.

� One year of satisfactory experience as a chef required.

� Must be able to up sell at all times.

� Must have knowledge of various styles of cooking and basic supervisory

practices, quality of food, beverage, and supplies and should also be aware of and

comply with the health department regulation.


� Ensure equipment and work environment are operational.

� Communicate with and support peers.

Job Specification:

� Should have experience in restaurant kitchens.

� Should be punctual.

� Should have menu knowledge.

� Should have good levels of hygiene and sanitation.

JOB TITLE: Kitchen Stewarding/

Reports To: Sous Chef


� Will be responsible for the cleanliness of all dishware, pot ware and glassware.

� Will be responsible for the cleanliness of the back area of the restaurant (kitchen).

� Will be responsible for the safe operation of a commercial dish machine.

� Will be responsible for maintaining clean workstations and maintaining sanitation

standards.

Job Specification:


� Should have a minimum experience of 6 months.




3.10 MENU PLANNING The word menu evolves form the French language which when literally translated refers

to the minute details which are applied to the kitchen bill, bill of fare or bill of table card

menu. The purpose of a menu is to enlighten the guest as to array of food and beverage

items that we are glad to offer them. The success of a restaurant and the menu, its design,

its content go hand in hand.

From the guests’ point of view, a menu is not just a list of items for sale. The menu

projects the image of the restaurant to the guest at the first sight. An elegantly designed,

well articulated menu can build in the minds of the customer a very high opinion of the

restaurant, of course that has to be backed up with th actual service. Thus, these

entrepreneurs believe it to be the utmost importance that the entrepreneurs view the menu

as the USP.

To sit down and actually plan a menu holds more to it than meets the eye. It is one of the

most challenging aspects of the restaurant entrepreneurship faced by any and all.

Planning a menu involves the following very basic steps:

• Selecting the cuisine / cuisines based on what the market will absorb.

• Selecting the appropriate dishes based on:

� Target market

� Availability of raw materials

� Availability of skilled labor to prepare and serve those dishes

� Availability of the right equipment to prepare those dishes

� Acceptability in the market

� Preparation time

� Modifying flavors and taste to “localize” the taste

� Color combinations of the entire menu put together

� Distribution of foods over the various courses

� Distribution of flavors and textures


3.10.2 Important Suppliers

Vegetables:

• Farm Fresh Food 44, Abhinav Co Op Housing Society, Mayanagar, Sector N2 Cidco Aurangabad - 431003 (Maharashtra) India Phone(s): +91-240- 2484698 Contact Person: Mrs. M. S. Ghalke

• Jai Bharat Vegetable Suppliers #71/72, Shivaji Market, Pune H.O. Pune-411001 Phone: 020-26359145

• Veg Plaza

C-4/12, Kumar Samrudhhi, Vishrantwadi, Pune - 411015 , Maharashtra ,India. Phone -91-20-55519647 Contact Person - Jitendra Niranjan Borde Chicken:

• Baba Amir Chicken Centre Central Naka, Bajipura Aurangabad - 431001 (Maharashtra) India

Mutton:

• Shree Sai Exproter Pvt. Ltd 48, Siddarth Arcade, Station road Aurangabad-431005, Aurangabad - 431005 (Maharashtra) India Phone(s) : +91-240-5625677 Fax : +91-240-5625758

Beef:

• Al Lazeez Pvt Ltd, Address: 827, Dastur Meher Road, Off M. G. Road Camp, Pune- 411001 Maharashtra India Phone: 91-20-30521992 Fax: 91-20-30521992 Contact Person: Mr. Tabrez Shakil Qureshi


Seafood:

• Shree Sai Exproter Pvt. Ltd 48, Siddarth Arcade, Station road Aurangabad-431005, AURANGABAD - 431005 (Maharashtra) India Phone(s) : +91-240-5625677 Fax : +91-240-5625758

Food products:

• M/S Agafill Food Products, B-68, Midc Paithan,, Aurangabad - 431107 (Maharashtra) India Phone(s) : +91-2341-233366 Mobile : +91-9822652040 Fax : +91-240-2371232 Contact Person - Mr.Rahul Suryawanshi


RED STEER

SR.NO STANDARD RECIPE FORM

NAME OF DISH Fried Calamari COURSE Starter

PORTIONS 4 METHOD OF COOKING Deep Frying PORTION SIZE IN GMS COOKING TEMP. 85 degrees C PORTION SIZE IN NUMBER 4 COOKING TIME 2 min EQUIPMENTS Deep fryyer, perforated spoon, REFERENCE RECIPES

DESCRIPTION SR. NO INGREDIENTS QUANTITY UNIT RATE AMOUNT REMARK

1 squid 0.45 kg 150 67.5 2 Vegetable Oil 0.05 kg 80 4 3 salt 0.004 11 0.044

Cocktail Dressing

1 Mayonnaise 0.1 kg 95 9.5 2 Tomato ketchup 0.015 lit 80 1.2 3 Cream 0.015 lit 110 1.65 4 Brandy 0.001 lit 300/750ml 4 5 Tobasco sauce 0.005 lit 90/60ml 7.5

Garlic dip 1 Garlic cloves 0.1 kg 30 3 2 cream 0.0015 lit 110 0.165 3 salt 0.007 kg 11 0.077 4 pepper 0.008 kg 300 2.4 5 parsley 0.006 100 0.6

Total cost 101.636

Cost/portion 25.4 METHOD

Cooking: 1.deep fry Calamari. Keep it warm. 2. Prepare the cocktail dressing by mixing mayonnaise, tomato ketchup, tobasco,brandy and cream. 3. Prepare garlic dip by mixing pureed garlic, cream, salt, pepper and garnish with parsley. 4. Serve with Fried Calamari. Presentation: Serve Calamari on a platter with cocktail sauce and garlic dip. Photograph RECIPE PREPARED BY :- Approved by:-


RED STEER


NAME OF DISH Flank Steak with garlic wine sauce COURSE

Main Course

PORTIONS 4 METHOD OF COOKING Grilling PORTION SIZE IN GMS COOKING TEMP. 85 degrees C PORTION SIZE IN NUMBER 4 COOKING TIME 15 min

EQUIPMENTS Skillet, tong, spatula REFERENCE RECIPES

DESCRIPTION

SR. NO INGREDIENTS QUANTITY UNIT RATE AMOUNT REMARK

1 Flank Steak 0.65 kg 650 422.5

2 Butter 0.025 kg 175 4.375

3 Scallions 0.02 kg 22 0.44

4 dry red wine 0.04 lit 600/750ml 50

5 Ground Black pepper 0.01 lkg 300 3

6 Garlic 0.015 kg 30 0.45

7 salt 0.008 tsp 11 0.088

Total 480.853

Cost/portion 120.21

METHOD

Cooking; 1. Roast the garlic and then squeeze to make a paste. Keep aside. 2. Sprinkle steak with salt and pepper. 3. heat the skillet, when hot, sear the steak on both sides till browned. Reduce heat ,add two tbs of butter , cook for three Minutes, remove and keep warm. 3. pour of the fat from skillet, add scallions and red wine and bring it boil. whisk in the garlic puree. Boil until the wine is Reduced and is thick syrupy. Check the seasoning. 4. Slice the steak against the grain, into strips. arrange on the hot platter and puor the sauce over it.

Presentation: arrange Steak strips on Dinner plate and pour sauce over it.

Photograph

RECIPE PREPARED BY :- Approved by:-


RED STEER


NAME OF DISH Chicken Sizzler in Hot Garlic Sauce COURSE Main Course

PORTIONS 1 METHOD OF COOKING Shallow Frying & Sautéing

PORTION SIZE IN GMS COOKING TEMP. 90 degrees c

PORTION SIZE IN NUMBER 1 COOKING TIME 30 MINUTES

EQUIPMENTS REFERENCE RECIPES

SR. NO INGREDIENTS QUANTITY UNIT RATE(Rs.) AMOUNT(Rs.) REMARK

1 Boneless chicken 0.2 kg 160 32

2 Schezwan Sauce 0.03 kg 110/200gms 16.5

3 vinegar 0.025 lit 100 2.5

4 Salt 0.01 kg 11 0.11

Ginger 0.005 kg 25 0.125

5 Garlic 0.005 kg 30 0.15

6 Corn flour 0.012 kg 125 1.5

7 Vegetable Oil 0.015 lit 80 1.2

8 Red Chili Paste 0.015 kg 30/125gms 3.6

9 Tomato Puree 0.025 kg 45 1.125

10 Olive Oil 0.02 lit 450 9

French beans 0.02 kg 13 0.26

Capsicum 0.02 kg 14 0.28

Butter 0.015 kg 175 2.625

Cabbage 0.005 7 0.035

71.01

COST/PORTION 71.01

MISE EN PLACE

1. cut boneless chicken into bite size.2. Marinate the chicken with Schezwan sauce, ginger garlic paste, vinegar and corn flour for coating and keep for 2hrs in a refrigerator.

COOKIN1. Heat oil in a wok for shallow frying. Then take marinated chicken pieces and dust it with flour and Then shallow fry them in hot oil in a wok. Fry these chicken pieces on a low medium flame till they are cooked and turn golden brown 2. Take pan and melt some butter and sauté all the vegetables on low medium flame. Season them with salt and pepper 3. In same pan add olive oil and then add chopped garlic to sauté them. Then add Schezwan sauce, Chili paste, vinegar and tomato puree and cook for a minute. Then add water to get a sauce consistency Then add the shallow fried chicken pieces to this sauce and toss well. 4. Place the sizzler plate on flame. After some time put this plate on a wooden tray when it gets hot. Cover the plate with cabbage leaves, then add sautéed vegetables on one side and chicken in hot garlic Sauce on other side of the plate.

PRESENTATION

PHOTOGRAPH

RECIPE PREPARED BY APPROVED BY