Project Report On

“Role of Business centre-

Entering In Food & beverage business in a small city”

FOR PARTIAL FULFILLMENT

OF

BACHELOR OF HOSPITALITY MANAGEMENT

Submitted To: Submitted By:

Mr. Pwan Mehra RAHUL SAH

Associate Professor BHM-KU 4TH Year

Faculty of Hospitality Management Roll No. - 190945260122

Amrapali Institute of Hotel Management

Shiksha Nagar, Lamachaur, Haldwani, Nainital

[1]
 ROLE OF BUSINESS CENTRES IN ENTERING F&B
BUSINESS IN SMALL CITY- HALDWANI CITY

UNDERTAKING

I declare that the work presented in this project titled “Role of business centres in entering
f&b business in small city- Haldwani city” is submitted to the Amrapali Institute of
Applied Science, Haldwani for the award of the Diploma in hotel management catering
technology degree, is my original work. I have not plagiarized or submitted the same work for
the award of any other degree. In case this undertaking is found incorrect, I accept that my

degree may be unconditionally withdrawn.

(Signature of Candidate)

Name: RAHUL SAH

University Roll Number- 190945260122

Date:

[2]
 CERTIFICATE BY THE GUIDE

This is to Certify that the Research Project entitled – “Role of business

centres in entering f&b business in small city- Haldwani city”is
submitted by Ayush Kumar from DHMCT (Diploma In Hotel Management &
Catering technology) is his own work and has been done under my
supervision. It is recommended that this Project be placed before the
examiner for evaluation.

(Signature of the Guide)

Mr. Pawan Mehra

Date:

[3]
 ACKNOWLEDGEMENT
.
I take upon this opportunity to acknowledge Mr.Pawan Mehra who have
supported me during the course of this project work. I am deeply indebted to
my mentor for his guidance, support & insight throughout this research
project. I would like to thank my friends for their help.

Finally, I would like to wind up by paying my heartfelt thanks to my parents

for their financial support to make this project work.

RAHUL SAH
ROLL N O -190945260112

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 ABSTRACT

(A brief summary of the report that should catch recipie

nt’s attention & encourage them to read on)

The aim of this study was to contribute to the growing body of

knowledge concerning ROLE OF BUSINESS CENTRES IN
ENTERING F&B BUSINESS IN SMALL CITY-
through an analysis of selected aspects of
Objectives Scope of Study & Limitations Literature Review
Research Methodology Data Analysis & Interpretation Suggestion
& Recommendation

The abstract should contain:

 The problem that your study solves

 Key points discussed in the study
 200 to 300 word limit
 What are the tools & questionnaire used for research
 Findings to be written in a brief
 Mention at least 05 Keywords

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 TABLE OF CONTENT

S.NO PARTICULAR PAGE

NUMBER
1. CHAPTER-1
INTRODUCTION

2. CHAPTER 2:
OBJECTIVES OF THE PROJECT REPORT

3. CHAPTER 3:
SCOPE & LIMITATIONS OF THE STUDY

4. CHAPTER 4:
LITERATURE REVIEW

5. CHAPTER 5:
METHODOLO GY

6. CHAPTER 6:
DATA ANALYSIS & INTERPRETATION

7. CHAPTER 7:
SUGGESTION & RECOMMENDATION

8 CHAPTER 8:
BIBLIOGRAPHY- References & Web links

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 Chapter 1
Introduction to Business Centre in F&B industry

Business Center :

A business center is a professionally managed commercial facility that offers

end-to-end business infrastructure. It is a classic case of a fully-furnished
serviced office space shared by more than one organization or company. The
prime location of a business center gives it the advantages of public
infrastructure facilities such as road connectivity, transport facilities, and
more. In addition, services available at a business center including onsite
parking, professional receptionists, high-speed Internet, meeting rooms,
conference rooms, training rooms, well-maintained restrooms, and cafeteria
make them sought-after office spaces.

Why rent office spa ce in business centers of Haldwani?

Let us have a look at the many advantages of taking up a space for rent in
one of the many Ban galore business centers:

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Business centers provide a range of business solutions to their clients which
includes a professional environment and amenities from basic to high-end.
The prime location of business centers in Haldwani is one of the most
important features that work in their favor tremendously as they are easily
accessible via public and private transport.
Parking, reception services, high-speed Internet, meeting rooms, conference
rooms, training rooms, well-maintained restrooms, and a cafeteria are the
other facilities that add to the advantages of opting for shared office space in
Bangalore at a business center.
The plush business environment of these working spaces inspires you and
your team to concentrate on the core of your business and deliver your best.
Many of the Bangalore business centers have space for established
businesses, entrepreneurs, startups, and even freelancers. They act as a
perfect coworking space in Haldwani that offers lots of opportunities for
networking and collaboration.

Apart from a coworking space, some of the Haldwani business centers also
act as a virtual office for businesses that require the services. A virtual office
allows employees to work from anywhere while the office-related services
including mailing address, phone answering services, meeting rooms, and
videoconferencing are taken care of at these business centers.
Business centers in Haldwani may look like they are quite expensive, but
their operational advantage allows them to provide numerous facilities at a
lower cost ensuring long-term savings for the occupants.

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Last but not the least, they allow for customization. From a small team, you
can grow to a bigger organization without having to change your location as
the Haldwani business centers can usually provide you with a bigger space
within the same premises.

According to Statistics LOCAL, the food and beverage sector comprises

“establishments primarily engaged in preparing meals, snacks and
beverages, to customer order, for immediate consumption on and off the
premises” .This sector is commonly known to tourism professionals by its
initials as F&B.
According to an analysis by apex industry body Associated Chambers of
Commerce and Industry of India (ASSOCHAM), the quick service
restaurants (QSR) sector in India is currently growing at a compounded
annual growth rate (CAGR) of 25%, and is likely to touch the Rs 25,000-
crore mark by 2020 from the current level of Rs 8,500.
By 2020 it is expected that 35% of India's population will be in urban areas
by 2020 totaling to 5 2 crores compared to the current urban population of 34
crores.
Thus the business unfolds endless opportunities for the budding restaurateurs
and entrepreneurs, who want to make their mark in the restaurant industry.

The food and beverage sector grew out of simple origins: as people travelled
from their homes, going about their business, they often had a need or desire
to eat or drink. Others were encouraged to meet this demand by supplying
food and drink. As the interests of the public became more diverse, so too
did the offerings of the food and beverage sector.
In 2014, food and beverage businesses accounted for 1.1 million employees
and more than 88,000 locations across the country with an estimated $71
billion in sales, representing around 4% of the country’s overall economic
activity.

Many students are familiar with the sector through their workplace, because
LOCAL’s restaurants provide one in every five youth jobs in the country —
with 22% of s starting their career in a restaurant or foodservice business.
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Furthermore, going out to a restaurant is the number one preferred activity
for spending time with family and friends.
Business is the activity of making one's living or making money by
producing or buying and selling products (such as goods and
services). Simply put, it is "any activity or enterprise entered into for profit."

Having a business name does not separate the business entity from the
owner, which means that the owner of the business is responsible and liable
for debts incurred by the business. If the business acquires debts, the
creditors can go after the owner's personal possessions. A business structure
does not allow for corporate tax rates. The proprietor is personally taxed on
all income from the business.
The term is also often used colloquially (but not by lawyers or by public
officials) to refer to a company. A company, on the other hand, is a separate
legal entity and provides for limited liability, as well as corporate tax rates.
A company structure is more complicated and expensive to set up, but offers
more protection and benefits for the owner.

Management -
The efficient and effective operation of a business, and study of this subject,
is called management. The major branches of management are financial
management, marketing management, human resource
management, strategic management, production management, operations
management, service management, and information technology
management.
Owners may manage their businesses themselves, or employ managers to do
so for them. Whether they are owners or employees, managers administer
three primary components of the business' value: financial resources, capital
(tangible resources), and human resources. These resources are administered
in at least six functional areas: legal contracting, manufacturing or service
production, marketing, accounting, financing, and human resources.
Restructuring state enterprises
In recent decades, states modeled some of their assets and enterprises after
business enterprises. In 2003, for example, the People's Republic of
China modeled 80% of its state-owned enterprises on a company-type
management system. Many state institutions and enterprises in China and
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Russia have transformed into joint-stock companies, with part of their shares
being listed on public stock markets.
Business process management (BPM) is a holistic management approach
focused on aligning all aspects of an organization with the wants and needs
of clients. BPM attempts to improve processes continuously. It can,
therefore, be described as a "process optimization process". It is argued that
BPM enables organizations to be more efficient, effective and capable of
change than a functionally focused, traditional hierarchical management
approach.
A restaurant or an eatery, is a business that prepares and
serves food and drinks to customers. Meals are generally served and eaten
on the premises, but many restaurants also offer take-out and food delivery
services. Restaurants vary greatly in appearance and offerings, including a
wide variety of cuisines and service models ranging from inexpensive fast
food restaurants and cafeterias, to mid-priced family restaurants, to high-
priced luxury establishments.
In Western countries, most mid-to high-range restaurants serve alcoholic
beverages such as beer and wine. Some restaurants serve all the major
meals, such as breakfast, lunch, and dinner (e.g., major fast food chains,
diners, hotel restaurants, and airport restaurants). Other restaurants may
serve only a single meal (for example, a pancake house may only serve
breakfast) or they may serve two meals (e.g., lunch and dinner).
History -
The concept of a restaurant as a public venue where waiting staff serve
patrons food from a fixed menu is a relatively recent one, dating from the
late 18th century. In 1765, a French chef by the name of A. Boulanger
established a business selling soups and other restaurants ("restoratives").
While not the first establishment where one could order food, or even soups,
it is thought to be the first to offer a menu of available choices.
The "first real restaurant" is considered to have been "La Grande Taverne de
Londres" in Paris, founded by Antoine Beauvilliers in either 1782 or
1786. According to Brillat-Savarin, this was "the first to combine the four
essentials of an elegant room, smart waiters, a choice cellar, and superior
cooking". In 1802 the term was applied to an establishment where
restorative foods, such as bouillon, a meat broth, were served
("établissement de restaurateur").
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 The rise of food center franchise industry in India
Food center franchise sector is booming and one of the finest alternatives to
start business venture. Indian food is spreading globally and people in all
over the world are appreciating local taste as well. Competition in
foodservice industry is burgeoning with entry of various brands that offer
wide range of street snacks at reasonable rates. Indians are always looking
for cheap and high quality foods, however consumer lost interest in
unhealthy snacks as they shifted to organic. People these days are
demanding for regional cuisines, moreover thirst for foods are increasing
because local vendors always offer low cost foods. In order to standardize
foodservice industry several brands have come up with significant concepts.
The changing face of roadside food center
Over past few years, food industry is turn out to be most convenient and
reliable for investment purpose. Number of national and international
investors has come forward to explore opportunities in tier 2 and 3 cities.
Around 60 to 70 % of street vendors don’t focus on standard operating
procedures and hygiene condition of products isn’t satisfactory.y Before
starting a food franchise outlet you must consider few things:

1. Hygiene: Modern-day customer want fresh and clean foods, however

they prefer QSRs (quick service restaurants) to quench their hunger. Food is
definitely a trend which is significantly growing and number of corporate
officials goes food stalls running lunch, breakStreet and dinner time. Hence
people in India are money conscious and like to taste varieties.

2. Customer demand: A fledgling customer demand has impacted

growth of foodservice industry, in addition people belong to age 20 to 25
show great in ready-to-eat meals such as burgers or pizzas. Some food
brands have developed amazing Foods such as noodles, corn cupz and
pastas.
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3.Pricing: Needless to say, Indian customers are price sensitive and
frequently visit to luxurious restaurants. As a food operator, it is your
responsibility to work as per market condition. People in different regions
focus mainly on natural ingredients, apart from this, they want something
special and exciting that give new taste to tongue.

4. Competition: Market is highly dominated by food vendors, in fact they

offer unique menu at reasonable rate. Small pocket families prefer roadside
cuisines instead of going to luxurious restaurants.The concept of organized
food brand is successful as customers are looking to embrace international
food culture.

5. Innovation: Indian food and beverage industry is highly competitive,

young generation of the country want to experience finest food service
destinations. Innovative in food, services and taste can be determining in
establishment of new food service stores
Chatar Patar foods Pvt. Ltd is world-class leader in food industry that offers
amazing varieties of cuisines including different flavours of p anipuri,
chaatizza, zappi and aloo chakri. It is also considered as India’s 1st panipuri
franchise brand which has introduced low investment business models in
various locations across the nation. In order to implement hygienic food
service concepts, Chatar Patar has done tremendous research and effortlessly
develops a smooth and effective system. If you are dreaming to run your
own food business, do focus on models offered by Chatar Patar. In this
global business environment, starting a business from scratch can be
different due to existing competition. Franchising is ideal route for people
who are inexperience and want to become boss of their own business. On
become franchise partner, you are authoritative to use company’s logo,
brand name, service or trademark. At Chatar Patar you can expect long
lasting food career and generate massive revenue while serving quality
cuisines.
Business models Food center franchise market
After implementation of goods and services tax, luxurious restaurant chains
will be struggled to sustain their growth rate, but street food
franchise segment has steadily rise to best sector for investment as GST is
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low on foods. The market for food in India has been nurtured by modern era
player like Chatar Patar foods Pvt. Ltd. Unlike luxurious food services
chains, India’s famous panipuri franchise has done tremendous work to
penetrate unorganized market share of food industry and has successfully
run outlets across the country over the years. In coming months GST impact
will be seen on small pocket families they gradually shift to foods because in
luxurious restaurants food items price will higher due to high tax rate.
Generally foods are sold by local vendors on the street of India, foods are
low price as well as tasty and also reflect traditional Indian culture.
Indian food items not only limited to India but also dominate local markets
in countries like America, UK and Indonesia. Food dishes are widely offered
in London as well as in other local regions. Papdi chaat, panipuri and
Dahipuri are being on UK streets over the years by Indians and native
vendors. Hence it is proved that food franchise market is expanding due to
emerging technologies and increasing in foreign and Indian markets. Chatar
Patar, first Indian panipuri brand has really done good work to uplift Indian
food level to new heights. At present new business models are designed to
expand franchise in all over the country and world. It goes without saying
that scope of growth for Indian food industry is endless, new players are
creating better ways to offer foods, create better dine out experience for
consumers. Innovative ideas are driver of success for food and beverage
industry.

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 Chapter 2
OBJECTIVES

The main objective of a Business Center is to provide a high quality business

environment for companies to operate in. Co-working spaces, on the other
hand, set themselves two main objectives; a) To develop communities that
nurture collaboration and b) To provide opportunities and exposure to start-
ups to scale their businesses.

2. Locations: Business Centers, generally, are located in important

Business Districts and IT hubs. Co-working Spaces prefer being located in
and around Start-up Hotspots, Residential Neighbourhoods and IT hubs.

3. Customer Segmentation: Business Centers eye companies looking

for Corporate offices, Sales Offices, Liaison Offices, Satellite Offices and
even off-shore offices. Prior to the advent of Co-working spaces, Business
Centers enjoyed healthy levels of interests from Start-ups as well. Co-
working Spaces exist primarily to cater to Start-ups, Solopreneurs,
Freelancers, and micro-small and medium enterprises (MSMEs).

4. Office Types: Business Centers position themselves primarily as

providers of private offices in the form of suites. Each center has multiple
seat configurations ranging from a single private cabin to team rooms that
can accommodate up to 30 desks. Business centers also offer ‘floating’
desks which are ideal for business travellers looking to stay productive for a
few hours/days. Co-working spaces are designed to maximise collaboration
hence open desks dominate their layout. These spaces also offer private
offices for Start-ups that opt for privacy yet remain within the collaborative

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workspace ecosystem. Both, Co-working spaces and Business Centers, offer
meeting rooms and board rooms that are effectively utilized by occupants.

5. Ambience: Business Centers are designed to appear as formal yet

(sometimes) trendy offices while Co-working spaces tend to be casual,
vibrant and trendy. Business Centers, by virtue of offering more private
offices, tend to be more quiet than Co-working Spaces.

6. Seat Density: Business Centers usually prefer low density in terms of

number of people operating within the center. A Co-working space will
usually accommodate nearly double the number of people when compared to
a Business Center.

7. Infrastructure: An important differentiator between the two formats of

Temporary Workspaces is the Infrastructure. Business Centers tend to incur
heavy costs on developing infrastructure whilst Co-working Spaces tend to
provide basic infrastructure. Some common infrastructure deliverables
include Wi-fi, Cafeteria Services, Reprography Services (Printing, Scanning
and Photocopying), Charging points at each workstation, Server racks.
Business Centers go further by providing High speed Internet with
redundancy, Concierge services, Voice and data ports at each and every
workstation, VOIP phones and High Definition Video Conferencing
facilities. This noticeable differentiator, quite obviously, is reflected in the
cost per seat of both formats.

8. Pricing and Contract tenures: Business Centers range from

Rs.15000-Rs.40000 per seat while Co-working spaces typically start from as
low as Rs.4000-20,000 per seat per month. Contract tenures remain more or
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less the same with either format preferring three months as a minimum
contract period. Co-working space, however, are more flexible as they offer
daily and weekly passes as well.

9. Brands: Popular Brands of Business Centers include Regus, The

Executive Center, Vatika, Evoma, Corporatedge, I Keva, Golden Square,
InstaOffice and Access Work. Popular Co-working spaces include Awfis,
CoWrks, Innov8, WeWork (Coming soon to India), Incubex and Commune.

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 1. To study the i mportance of Business centers in a small city.

1. ECONOMIC CONTRIBUTIONS
A small business is defined as any company with fewer than 500 employees.
Amazingly, small businesses represent a whopping 99.7% of all employer
firms! It is also estimated that since 1995, small businesses are responsible
for creating 64% of all new jobs in the United States. Without small
businesses across all fields, millions of Americans would be out of a job.

2. ECONOMIC GROWTH
Small business brings a great deal of innovation to any field. Small
businesses are usually in more direct contact with consumers and the general
population. This means they are more attuned to what products and services
would best serve the common good. With fewer levels of hierarchy to wade
through, small businesses are also generally more open to trying out new
ideas in a shorter timeframe. All of this innovation benefits t eh area a
business is based out of since they start from home out. New products,
concepts, processes, and so on, get their start in the communities they come
from.

3. ADAPTAB ILITY
Because of their direct connection to the community, small businesses tend
to be more adaptable to changing economic climates. As consumer demands
shift, small businesses find themselves at the front line of making
adjustments to keep their clientele happy in a way that larger companies
cannot. As a result, customer loyalty tends to be much stronger. In times of

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economic downturn, many consumers make an effort to continue supporting
their local favorites more than larger companies.

4. KEEPING MONEY LOCAL

Small businesses generally work hard to keep as much business local as they
can. This means working with and supporting fellow small businesses,
using as many local goods as possible, etc. This focus helps stimulate local
economies. It also benefits the community as a whole. Local businesses’
success means more local tax money, which helps improve schools and
other local services. While money spent at larger, chain businesses rarely
stays in the community, small businesses keep a large percent age of their
profits and turn those back into other community endeavors.

5.FUTURE GROWTH

Small businesses don’t always stay small. Household names like Nike, Ben
and Jerry’s, or Microsoft all began as small, home-grown endeavors. When
small businesses begin, they offer jobs to the people in their community. As
they grow, the community continues to benefit from having the “first dibs,”
so to speak, on new jobs and opportunities.

6. More Incentives

Big cities often take business people for granted, simply because they’re a
dime a dozen in these locales, even going so far as to make new business
ventures difficult and costly. However, many small towns rec ognize the
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value of an entrepreneurial spirit and seek to attract those individuals with
incentives for operating within their footprint.

7. Community Support

The community support found among small town organizations and

community members is often much greater. A deep sense of collaboration,
desire to support local businesses and pride in the community strengthen the
likelihood of a business’s success.

8. Networking Opportunities

Everyone knows everyone in a small town, right? And while that may
conjure up images of next door Mabel picking up her rotary handset every
fifteen minutes to keep the town ‘updated’, the aspiring business owner can’t
deny the benefits of effortless networking. Word-of-mouth promotion is a
pillar of any new business and welcomed heartily by those who understand
the benefits. Connecting with the decision makers and the leaders within a
community comes much easier w8hen the area has years of history and trust
between families and individuals.

9. Less Competition

While you certainly have a greater pool of potential customers in a bigger

city, you also must run neck-to-neck with numerous other businesses that
provide the exact same service you do. Your brand can easily be
overshadowed, or just simply lost in the wide swath of other l ook-alikes.
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 10. Better Quality of Life

Traffic. Pollution. Crime. We know it’s not impossible to navigate the

difficult hurdles of big-city life, but it’s not easy. Small town living brings a
sense of belonging, greater community involvement, a slower pace and less
unrest within the economy, all resulting in better quality of lif e.

11. Future Opportunities

Whether you seek it or not, being an entrepreneur lands you smack dab in
the middle of leadership and opportunity when the city begins looking
towards expansion. You’ll be on the gr ound floor for develo ment,
p
providing you the opportunity to share from your experience and make a
positive difference in the direction of the community.

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 2. To determine the income level and profitability from thee business.

1 Number of Production Units

The most basic factor affecting profit in any business is the number of
production units. This may be acres for the farmer, cows for the rancher, or
factories for the industrialist. It doesn’t matter what business you are in, your
potential for profit (or loss) is closely tied to your number of production
units. If you have an enterprise that is generating $50 of profit per acre and
you could double the number of acres, then you would have t wice as much
profit. Losses, unfortunately, work the same way; more of a loser just loses
more.

2 Production per Unit

The productivity of your land and livestock also has an impact on profit.
Productivity is measured in yield per acre, weaned calf crop percentage, and
weaning weight for starters. This is an area where farmers and ranchers tend
to concentrate. When profitability wanes, it is natural to try to increase
productivity. It is important to remember that production per unit is only one
factor affecting profitability. It is also hard to increase production without
also increasing costs.

3.Direct Costs
Direct costs are those costs that vary with production. Thus it’s other name:
variable costs. These are costs that wouldn’t occur if you did not produce.
Seed, fertilizer, feed, and veterinary expenses are all examples of direct
costs. Direct costs can be attributed to one or more enterprises. Farmers and
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ranchers often try to deal with profitability problems by reducing direct
costs. Care must be taken however, or a drop in productivity will also result.
4.Value per Unit
Value per unit (price received) dominates farmer and rancher discussions.
Unfortunately we have little control over the prices we receive. We
generally accept what the market dictates. Often steps can be taken to move
into higher segments of a market, such as certified seed or mo re timely
marketing. This is limited however, and the benefits gained are often at an
increased cost.

5. Enterprise Mix

The enterprise mix deals with how enterprises combine to influence overall
profits. Different enterprises have different levels of profitability. There are
many reasons why farmers and ranchers choose to have several enterprises.
Crop rotation deman ds diversification. Diversification spreads the risk. It
can also spread out the workload and decrease peak labor demands. Wise
enterprise selection contributes to both long and short-term profitability.

6. Overhead Costs
Overhead costs are those costs that do not vary with production. All costs
are either direct or overhead. Overhead includes operator living withdrawal
and “killer toys.” Common examples of excessive overhead in traditional
agriculture include: expensive tractors, expensive bulls, fancy shops, too
much equipment, and excessive family draw. Finding yourself in the
predicament of excessive overhead often isn’t due to an extravagant
lifestyle. Many producers find themselves with excessive overhead costs
when two generationstry to make a living from the farm or ranch

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To study the problems faced for business centers.

1. ABANDONING ANOTHER CAREER

This easily is the first big hurdle – you’ll have to quit any other job you’re
doing, to nurture and make the business grow. As simple as that.
On the other hand, this might just come out as a disappointment to “those
people” who have had an image of what you should be like made up in their
minds.

Unfortunately, there’s no easy way to address this. Just think through your
decision logically, and don’t ignore your instincts.

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2. FINANCING

Entrepreneurship Problems in Kolkata

One of the most critical elements which makes or breaks a business is it’s
financing.
As a new entrepreneur, you’ll be starting from scratch, which means you’ll
need to start networking like crazy and thinking through all your possible
funding options before landing on one.
3. THE RIGHT TEAM

Teamwork

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Personally for me, this has been the most difficult task while forming my
startup, second to the financing obviously !

Picking the right team for a startup is stressful and difficult.

It’s not enough to find candidates who fill certain roles – you also need to
consider their cost to the business, their culture and how they’ll work as part
of your overall team.
Such considerations are exceptionally hard when you’re under the pressure
of filling those positi ons asap.

4. YOU ARE THE VISIONARY

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Startup Problems in Haldwani

That’s basically it ! Your startup will be whatever you think or make of it ! It

will stretch as far as your imagination and vision stretches to.
On the spot and creative thinking – to tackle problems, pressure from
competitors or to just simply device future plans, is the need of the hour.

Entrepreneurs don’t have the luxury of time, more so when you’re just
starting off.

5. DECISION & RULE MAKING

Just like everything else, the onus is on you – the founder of your startup to
make every major decision and set down the rules for those working for you.

Sometimes it’s no longer fun to be the boss, and you may just have to take
stern decisions against some employee or any other personnel from your
organization.
It’s downright scary to a certain extent.
6. FAILURE

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Failure in terms of a business mainly reads back to losses. Although there
might be other kinds as well, the main instinct a new entrepreneur should
have and also profess to everyone in his organization is to never give up – in
life or work, you have to deal with disappointments and at the end of the day
kick some butt.

7. LONELINESS

This is perhaps the least mentioned problem ever. But when you’re on the
top of the line with no one else to share your workload with or anyone to
completely rely on – days will quite literally seem to be never-ending with
what will feel like the entire weight of the world on your shoulders.

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 Chapter 3
SCOPE OF STUDY & LIMITAIONS:

SCOPE
Here the students have to find out the following:

To find out the impact and growth of business centers for a small city like
Haldwani.

Impact on business centre in small city

1. Catering to millennials
Millennials (those ages 18-34) are expected to represent 50% of all travelers
to the USA by 2025, according to the Cornell Center for Hospitality
Research. Companies need to define their strategies based on this
demographic group’s personality traits and habits—they travel a lot; are
early adopters of technology; like personalized interactions and are
spontaneous. Hotels will want to please them with easy check-in and
gourmet dining experiences at reasonable prices. In return, satisfied
millennials will actively promote their businesses on social media channels.

2. Tech explosion
The majority of guests today are self-sufficient, tech-savvy travelers who are
comfortable using apps or mobile websites. Hotels need to make sure their
offerings are up-to-date and user-friendly. At business meetings and
conferences, travelers expect hotels and conference centers to have high
quality tech equipment and a knowledgeable support staff.

3 . Influx of international visitors

International leisure travel is on the rise—Dubai International Airport has
become the busiest airport in the world. Hotels must be able to provide
services in a multitude of languages, and tailored experiences properly suited
to the culture and unique needs of their international visitors.

[29]
4. Increased emphasis on health and well-being
Guests today are taking charge of their health; hotels are responding with
well-equipped fitness centers, pools and spas. Increasingly, travelers are
expecting innovative wellness options. In addition to healthy food options,
growing trends include lighting that energizes, air purification, yoga spaces,
in-room exercise equipment and even vitamin-infused shower water

5.Need for seamless technology

Seamless connectivity across platforms and devices is growing more
important. Many hotel groups are offering mobile check-in and digital
concierge services. At Aria Resort and Casino in Las Vegas, guests are
issued high-tech cards that detect their presence and unlock the door before
they even reach it.

Growth on small city like Haldwani

(i) Surplus Resources:

“Cities grow wherever a society, or a group within it, gains control over
resources greater than are necessary for the mere sustenance of life.” In
ancient times these resources were acquired through subjugation of man by
man. Slavery, forced labour or Taxation by the ruling or conquering class
supplied the foundations of the growth of city life. In modern Limes man has
won over nature and extended his power.

(ii) Industrialization and Commercialization:

The urban growth has also been greatly stimulated by the new techniques of
production associated with industrial revolution. The invention of
machinery, the development of steam power, and the application of huge
capital in industrial enterprises led to the establishment of gigantic
manufacturing plants which brought about the mobility of immobile groups
of workers hastening their concentration around a factory area.

(iii) Development of Transport and Communication:

The development in methods of transportation and communication and the

facilities which cities offer for satisfying the desire for communication also
explain urban growth. Industrialization depends upon transportation so that
raw material and manufactured goods can be carried in large volume. In an
industrial city the means of transport and communication are essentially
developed
[30]
(iv) Economic Pull of the City:

Cities provide more opportunity for personal advancement than do the rural
areas. Modern business and commerce pull young men to the cities where
they are paid munificent salaries. People live in cities not because they like
them as place of residence but because they can get jobs there. Employment
opportunities are more in the city than in the village.

(v) Educational and Recreational Facilities:

Until recently all high schools were in cities in India. The elementary
schools in a city are better equipped than in the village. Most training
schools, colleges, and technical schools are urban. Most big libraries are
situated in cities.

LIMITATIONS

 It is tough to do the survey on the premises due to COVID.

We surveyed the leaders from the major hotels, resorts, villas, and business
hotels in Mauritius to understand their market sentiment on the budgetary
measures, the current challenges, key focus areas, and the way forward for
hospitality industry in the current and post-COVID times. The survey
respondents are from 9 major hotel groups in Mauritius, further details are
given below:. These executives represent more than 50 percent of hospitality
footprint (covering fair share of global and local brands) in the country and
has diverse set up experience ranging from leadership, hotel and cluster
operation,finance, project and development, sales and marketing, Corporate
Social Responsibility (CSR), food and beverage, and quality assurance

 Results may be effected due to slow service.

[31]
 Chapter 4

LITERATURE REVIEW
Here the students have to put the reviews of researchers that have been
conducted by fellow researchers for academic or some other purposes.

Commercial hospitality has its origin rooted back in Mesopotamia era,

where hospitality is connected to providing accommodation, food and
beverage (Bennett, 2011). It can be seen in the history of ancient Greece
where travellers where welcomed with the highest level of hospitality, which
included a room to sleep and a hearty meal (Bennett, 2011). Perhaps even
today it can be seen that there are fewer numbers of hotels which lacks in
smooth operations in F&B services. (Janta, 2012). Accorording to
Briscoe&Tripp (2014) The food and beverage services is defined as the F &
B service operations are the process of making, presenting and serving of
food and beverages to the consumers at the F&B premises, which can be:
Restaurants, Bars, Hotels, Airlines, Cruise Ships, Trains, takeaways. F&B
service is also the responsibility of sustaining the best and the high quality of
food cooked in kitchen and beverages made in the bar for the guests (). F&B
operations in the hospitality sector focuses on immediate utilization of food
and drinks and includes different types of restaurants (Cousins, Lillicrap &
Weekes, 2014). Therefore, Service is the entire experience that an individual
or guest gets from the staff who is fulfilling the needs and requirements
during the stay in the F&B premises(Kandampully&Suhartanto,2000). F&B
service is of many types such as: table service, self- service, assisted service
and single point service.

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[32]
F&B services is a vital part of everyday life of any sector of hospitality
industry. It encourages assortment of food and beverage concepts and
cuisines. F&B services plays a primary role in functions of hospitality.
Therefore, it can mould itself as per the need of the business. From a
customer’s point of view F&B services is an experience which starts, when a
customer enters the premises follows it with meal/drink and it ends when the
customer leaves the premises (Davis, Lockwood, Alcott & Pantelidis, 2012).
The entire F&B service team are involved to perform extensive variety of
tasks that incorporate service preparation, welcoming and acknowledging
the guests, order taking, settlement of the bills and last but not the least
executing the various tasks after the guests leaves the premises (Mok, Sparks
& Kadampully)

F&B stores are segregated in to following categories: Restaurants: they are

of many kinds such as All day dining restaurants, lounge, bars, room service,
conference rooms and ball rooms. Therefore, in these restaurants the food
and drinks is served and give various types of F&B services. There are many
ways disclosed in scholarly journal articles which helps in maintain the
service quality in hospitality industry.

[33]
 Chapter 5
METHODOLOGY
Here the students have to prepare a structured questionnaire having the
dimensions; demographics of the respondent they were asked to fill the
questionnaire (having multiple choice, single responses) on the spot.

This report applies the results of primary and secondary research to a

number of case studies to draw lessons on strategies for expanding economic
opportunity in the food & beverage sector. Primary research consisted of
telephone interviews with 19 experts representing large multinational or
national corporations (see List of Companies Interviewed). Secondary
research included a review of relevant reports, studies, and articles from a
range of sources for each case study. Findings are divided into three
primary sections. Section 2 provides an overview of the business case for
engagement in expanding economic opportunity in developing countries. It
focuses on the motivation for intervention at global or local levels. Section
3 presents a framework developed by the authors to depict the range of
strategies companies are using to tackle barriers to economic opportunity,
with particular emph asis on

1. Primary Source
The data, which is collected for the first time, are called primary source of
data. Primary data are collected from primary sources. Here the primary data
are collected through observation,
direct communication with the respondent and finally by asking them the
questions included in the semi-structured questionnaire.

2. Secondary Source
Secondary source of data is those, which have already been collected by
someone else and have already been passed through statistical process. Here
the secondary sources of data are collected through the Internet.

[34]
 Chapter 6
DATA ANALYSIS & INTERPRETATION

STUDY AREA AND SAMPLING

The study is conducted at Haldwani city in the state of Uttarakhand.

Haldwani is one of the major cities of the state and is a hub of many schools,
colleges and govern ment offices. It also acts as a gateway to enter the
fascinating Kumauni hills. As the city is near to the world famous hill station
Nainital and is a nearest railway station to major hill stations of Kumaun
therefore movement of tourist take place here around the year.From lodging
to shopping, the city provides a wide range of options for the tourists , locals
and the youth . Due to this many domestic and international café chain has
marked their presencehere. For the study coffee café day (CCD), were
selected as they are very famous among the locals and youth. Sample.
size of 30 were thought to be appropriate as the study is exploratory and
circulated to the customers outside these four outletsmentioned above and in
the only shopping mall Walk Way located here ,out of which only 29

[35]
questionnaire were returned and 28 were analysed.

ANALYSIS AND INTERPRETATIONS

This section presents analysis, findings and discussion of the study in line
with objectives. As per the gathered data following are the findings of the
study conducted: As mentioned earlier the youth and adults between the
age group of 18 years to 41 years were selected on the line of Erik Erikson
(Theory on psychosocial development)for filling questionnaire as these are
more prone to eating out and having a modern lifestyle. findings are as
below :

[36]
 TABLE 6.1.1 DEMOGRAPHIC CHARACTERSTICS
GENDER % NO.
MALE 70 14
FEMALE 30 6

INTEPRETATION – in this research survey I have found that the crowd visits business centre in haldwani
are male (70%) and females are (30%).

[37]
 Table 6.1.2 DEMOGRAPHIC CHARACTERISTICS
AGE-GROUP % NO.
18-29 40 5
30-49 50 13
50-69 10 2

70-above 0 0

INTEPRETATION-
this survey shows that in haldwani the age-group 18-29 (40%) 50-69(10%) and above 70 (0) various
dependency on young population.

[38]
 TABLE 6.1.3 DEMOGRAPHIC CHARACTERSTICS

MARITIAL STATUS % NO.

MARRIED 55 11
DIVORCED 5 1
SINGLE 40 8

INTEPRETATION-

the research shows that in haldwani (55%) are married singles are (40%) divorced are
(5%).

[39]
 TABLE 6.1.4 DEMOGRAPHIC CHARACTERSTICS
OUALIFICATION % NO.
POST GRADUATE 40 08
GRADUATE 60 12
UNDER GRADUATE 0 00

INTEPRETATION –

through my research survey I have found that (60%) 0f the clients are graduates
and (40%) of the clients are post graduates .

[40]
 Q6.2.Frequency of visit to Business Center in a month ?

Times Visited Percentage No .

Once 40 8
Twice 20 4
Thrice 20 4
More than three times 20 4

INTEPRETATION-

Survey shows that people visit to business centre once (40%) twice(20%) thrice(20%)
more than three(20%) in a month.

[41]
 Q6.3.What are the factors influencing you to visit the Business Center ?

Influencing Factor Percentage No.

Modern Facility 35 8
Clean & Calm Environment 25 4
Changing Life style 30 6
Others 10 2

INTEPRETATION-

This survey shows that factors which influence the people are modern facility (35%)
clean environment (25%) changing lifestyle(30%) others(10%).

[42]
 Q6.4. What type of clientele generally visits the business center?

Type of Clientele Percentage No.

Business Class 25 4
Bureaucrats 20 4
Government Officials 45 10
Others 10 2

INTEPRETATION-

SURVEY shows that clientele is business (25%) bureaucrats (20%) government

officials (45%) others(10%).

[43]
 Q6.5. What is the preferred Time of visiting the business centers ?

Times Visited Percentage No.

Morning 30 6
Afternoon 40 8
Evening 30 6

INTEPRETATION-

THIS data shows that business centres visiting time is basically morning (30% )
afternoon ( 40%) evening (30%) in a month.

[44]
 Q6.6 .what is the reason of visiting the business centre?

Reason Percentage No.

Better facility 50 10
Convenience 40 8
Ambience 10 2

INTEPRETATION -

THIS survey shows that better facility (50%) convenience ( 40%) ambience (10%)
purpose of the clientele .

[45]
 Q6.7. What is the monthly expected operating expenses of Business Centre?

Operating Expenses Percentage No.

5000-8000 40 8
8001-11000 30 6
11001-14000 15 3
14001-17000 15 3

INTEPRETATION -

THIS survey shows that operating expenses are 5-8k (40%) 8-11k (30% ) 11k-
14k(15%) 14k-17k(15%).

[46]
 Q6.8. What is the average spending of guest per visit?

Spending of Guest Percentage No.

3000-5000 30 6
5001-7000 40 8
7001-9000 20 4
10000 and more 10 2

INTEPRETATION-

THIS research shows that guest spend 3-5k (30%) 5-7k (40%) 7-9k (20%) 10k and
more (10

[47]
 Chapter 7 SUGGESTION&
RECOMMENDATION:
Identifying the lifestyle needs of different audiences to develop brand
connect through peripheral interests.

1. Survey your customers

Surveys help you get information straight from the horse’s mouth, so to
speak. An easy way to get consumer feedback, surveys offer a glimpse into
the psyche of current guests. Having this information will help you define
what kinds of people or groups currently stay at your hotel. Once you have
that, you can figure out what attracted them to your business in the first
place just by asking.

2. Enable customers to create profiles

This is one of the oldest marketing tricks in the book for good reason.
Creating a fake profile of a person who is most likely to stay at your hotel is
both a creative and effective tool for understanding your target market. It
also presents a visual to help sales and marketing get a better idea of who
they should be aiming to please. Outline who they are, what they’re like,
their occupation, and anything else you deem relevant.

3. Imagine your audience’s point of view

We touched on this a little bit earlier when we mentioned traveler type. But
understanding target market demographics is about more than just listing
education levels and hobbies. It’s about going one step further and getting
into the heads of the people you’d most like to have stay at your hotel.

The point is to do more than just define demographics – use them to

anticipate your guests’ every little need.

 Building awareness through social media.

[48]
FIND YOUR MARKET
It's too easy to assume that your target market use one particular social
platform or another. Thankfully, each social site is a search engine in
and of itself, which makes it easy to find conversations about your
industry, products and services. Use search to find the conversations
and prove people's propensity to discuss your chosen topics on a given
platform, before you start reaching out.

MAKE IT MANAGEABLE
If you've researched the conversations well enough, you'll likely find
that there's no need to be maintaining a profile on every social media
site available. I'm going to make the assumption that you've enough
to do in your business, not to be spending hours on end composing
status updates, sourcing images, and generally being interesting on
Facebook, Twitter, LinkedIn, Google+, Pinterest, Instagram, AND
many others. Making your efforts sustainable and consistent is more
important than trying to be everywhere at once. Choose a few
outposts, and focus on the quality of your connections thereon.

GET VISUAL
Getting your content noticed in the noisy world of social media
requires eye-catching subject matter. That means photos and video.
Grabbing the attention of your target audience is made all the more
easier when you attach images to your updates, regardless of the
platform. Just scan your own news feed on Facebook to see which
posts make you stop and take notice. Odds are that more often than
not, it's an image or video thumbnail that caught the eye.

GO NATIVE
Recognise the fact that people on Facebook aren't all on Twitter, and
vice versa. As such, PLEASE try to avoid the all-too-common
mistake of auto-posting all your Tweets to your Facebook timeline.
Twitter may force you to restrict the length of your message to 140
characters, but Facebook doesn't. Similarly, hashtags really haven't
made a successful transition, despite Facebook's best efforts.
Similarly, there's no place for stock images and text overlay on your
[49]
 Instagram feed. Consider the audience as being unique to any one
platform, and provide content that suits the audience and the platform,
for better engagement and better results.

 BE CONVERSATIONAL
There are enough businesses on social media in broadcast mode. Try
posting nothing but outbound messages for a while, and see what level of
engagement you get. What followers you do attract will soon be turned off
by the omni-directional nature of your messages. Instead, strike up
conversations with others, mention them, and turn the spotlight elsewhere
once in a while. You'll get far better engagement, more followers, and
greater clickthroughs, when required.

 Increasing consumer touch points by relevant brand tie-ups.

1. Social Media

Social media could be included in every section of this list. However,

where it's mostly used is in customer acquisition. That's because social
media is a cost-effective way of reaching a large portio n of your target
audience. You can use it to promote products, build relationships with
clients, and enhance the overall reputation of your brand.

2. Online Advertisement

Have you ever noticed banner ads displayed at the top or sidebar of a
webpage? Those are touch points that link leads back to your website.
For some brands, like the ones below, it's an effective way to draw
traffic to their site.

3. Digital Marketing Content

Aside from ads, digital marketing content refers to any material that
your company publishes online to promote its brand. This could be
promotional videos, infographics, or an engaging blog post -- like the
one you're reading right now.
[50]
4. Company Events

If you're on a marketing or sales team, then you may have attended a

conference this year where you stood in a booth to promote your
company. These events are an excellent way to introduce your brand
to customers who may not be aware of it.

One example of an event like this is Inbound, where companies from

around the world meet to discuss marketing, sales, customer service,
and other business topics. It's a great chance for business leaders to
connect with new partners and discover strategies that can help their
organizations grow.

5. Peer Referral

It's no secret that customers trust their peers over your advertisements.
But, it's not exactly a close race. 83% of customers say that their
friends and family are their most trusted sources of referrals. This
makes it imperative for businesses to focus on word-of-mouth
marketing if they want to be seen as trustworthy.

6. Conversations With Company Representatives

The most direct point of contact you have with custo mers is your in-
person interactions. These conversations that take place in your stores
have an immediate impact on the customer's purchase decision.

7. Product Catalogs

Whether they're online or a hard copy, catalogs are an excellent

medium for showcasing your product line. An image of the product,
coupled with an enticing description, gives the customer everything
they need to know before making a purchase. And, you can also
remove friction by adding a CTA on the page that adds the product to
a shopping cart, like in the example below.

8. Ecommerce

For many businesses, ecommerce is the most effective way to acquire

customers and close deals. That's because websites can be accessed
globally, making it possible for an SMB in one location to provide
products and services to a customer on the other side of the world.

[51]
 Understanding the various touch points within ecommerce can
dramatically improve the customer experience for SaaS and other
online companies.

9. Product Reviews

In today's digital age, product reviews are no longer a pre-purchase

touch point. Now, customers have smart devices that can call up
product reviews while they're shopping in your stores. Additionally,
some online retailers include reviews on the listing page, so you can
see what other customers think without having to navigate away from
the page. You can see an example of this touch point in the image
below.

10. Point of Sale

This is the last touch point your customers will reach before making a
purchase. That's because this is where your sales rep makes their case
for why the cu stomer needs your product. For many bu sinesses, this is
a momentous step in the customer journey.

11. Thank You Letters

One effective way to build customer rapport is by following up with a

thank you letter. This can be an email, or, if possible, a hand-written
note that thanks customers for their business. It's a great way to show
customers you care and develop a long-term relationship with them.

12. Product Feedback Surveys

Product feedback surveys are sent after a purchase and they evaluate
the customer's experience with your product or service. If the
customer leaves a negative review, the company can reach out to learn
more about the issue. They then relay this information to the product
development team who makes enhancements on the next version of
the product.

13. Upselling/Cross-selling Emails

[52]
 Customer needs don't go away after a purchase is made. In fact, some
customers have additional needs once they start to use your product.
And, this presents an opportunity for you to upsell or cross-sell
customers on additional or premium items in your store. We can see
an example of this in the image below.

14. Billing Actions

Billing is often an overlooked touch point on this list. That's because it

happens after a purchase occurs and has no direct influence on the
customer's decision to buy your product. However, it's still a vital step
in the customer's journey because a negative experience can result in
an immediate instance of churn, if not addressed properly.

15. Subscription Renewals

If you're a subscription-based business, renewals are crucial to your

revenue model. You need customers to renew their subscriptions to
maintain steady growth for your business. This mak es it important
that you remove as much friction as possible from your renewal
process. After all, it should be effortless for an existi ng customer to
stay a custome r after their contract is up.

16. Customer Support Channels

Customer support channels are any platforms that service agents use
to communicate with customers. This includes chat, email, phone,
social media, peer review sites, and more. Businesses need to invest in
omni-channel support if they want to create a delightful experience for
their customers.

17. Customer Success Program

Customer success programs have a variety of touch points found

within them. When customer success recognizes a potential problem,
they reach out to customers to notify them of the issue or offer a
solution. This demonstrates a commitment to the customer's goals
which builds additional rapport over time.

18. Customer Onboarding

[53]
 Customer onboarding is a popular touch point for service teams
because many customers abandon products shortly after buying them.
That's because they either don't know how to use it, or they don't have
the time to learn how to use it. Both result in churn making it essential
for companies to invest in effective onboarding programs.

19. Customer Loyalty Programs

Loyalty programs are another important touch point that service teams
should be aware of. These programs strengthen your relationship with
a customer and turn them into lifelong advocates. By incentivizing
people with exclusive rewards and discounts, they'll be more likely to
share positive reviews about your business, like in the example below.

[54]
 Chapter 8
REFERENCES & WEB LINKS

Books-

 Adams, R. (2005), “business f & b, obesity and tort reform: an examination of

industry responsibility for public health”, Business and Society Review, Vol.
110 No. 3, pp. 297-320

 Anand R., (2011), “A study of determinants impacting consumers food choice

with reference to the Street food consumption in India”, Society and Business
Review, Vol.6, No.2, pp 176-187

 Anita.G,Singh.P (2007).

Web link-
 http://www.fao.org/docrep/003/x6897e/x6897e06.htm
 https://www.qsrmagazine.com/reports/2010-qsr-50
 https://study.com/academy/lesson/what-is-a-quick-service-restaurant.html
 5http://www.plusaccounting.co.uk/blog-post/what-quick-service-restaurant
 https://economictimes.indiatimes.com/news/company/corporate-
trends/despite-heavy-consumer-spending-why-qsr-chains-are-struggling-in-
india/articleshow/59506670.cms
 https://www.posist.com/restaurant-times/resources/quick-service-restaurant-
business-india.html

[55]
ANNEXURE/QUESTIONNAIRE

ROLE OF BUSINESS CENTRES IN ENTERING F&B BUSINESS IN SMALL

CITY- HALDWANI CITY

Please tick on the appropriate section.

Demographic characteristics of the consumers?

a) Gender - i. Male ( ) ii. Female ( )

b) Age group - i. 18-29( ) ii. 30-49 ( ) iii. 50-69 ( ) iv. 70 and above ( )
c) Marital Status i. Single ( )ii. Married ( ) iii. Divorced ( )
d) Qualification i. Post Graduate ( ) ii. Graduate ( ) iii. Undergraduate ( ) iv. Senior secondary

Q1.Frequency of visit to Business Center in a month?

a. Once ( ) b.Twice( ) c.Thrice( ) d.More than three times ( )

Q2.What are the factors influencing you to visit the Business Center?

a. Modern Facility ( )b.Clean & Calm Environment ( ) c.Changing Life style ( ) d. Others

Q3. What type of clientele generally visits the business center?

a. Business Class ( ) b. Bureaucrats ( ) c. Government Officials ( ) d. Others ( )

Q4. Favorite Time of visit

a. Morning ( ) b. Afternoon ( ) c.Evening ( )

Q5. Reasons of visiting business centers

a. Better facility ( ) b. Convenience ( ) c. Ambience ( )

Q6. What is the monthly expected operating expenses of Business Centre?

a. 5000-8000( ) b.8001-11000 ( ) c.11001-14000 ( ) d. 14001-17000 ( )
Q7. What is the average spending of guest per visit?
a. 3000-5000( ) b.5001-7000 ( ) c.7001-9000 ( ) d. 10000 and more ( )
Q8. No of hotels offering business centre facilities within the city
a. 2-3 ( ) b. 4-6 ( ) c. 7-8( ) d.10 and more ( )
Q9. How many of you think that the business centre facility needs an upgrade in the city
itself?
a. 0-20( ) b. 20-40( ) c. 40-60( ) d. 60-80( ) e. 80-100( )

[56]