BUSINESS PLAN

TAPARI RESTAURANT Pvt. Ltd.

NIKHIL SHRESTHA

AN INDEPENDENT STUDY SUBMITTED IN PARTIAL FULFILLMENT OF

THE REQUIREMENTS FOR THE GRADUATE SCHOOL
STAMFORD INTERNATIONAL UNIVERSITY
MASTER OF BUSINESS ADMINISTRATION
ACADEMIC YEAR 2017
 BUSINESS PLAN
TAPARI RESTAURANT Pvt. Ltd.

NIKHIL SHRESTHA

AN INDEPENDENT STUDY SUBMITTED IN PARTIAL FULFILLMENT

OF THE REQUIREMENTS FOR THE GRADUATE SCHOOL
STAMFORD INTERNATIONAL UNIVERSITY
MASTER OF BUSINESS ADMINISTRATION
ACADEMIC YEAR 2017
 © 2017
Nikhil Shrestha
All Rights Reserved
 i

The Research has been approved by

Stamford International University
The Graduate School

Title: Tapari Restaurant Pvt. Ltd.

Researcher: Nikhil Shrestha

The Independent Study Committee:

Advisor
( Dr. Kittichok Nithisathian)

Committee Member
(Assist. Prof. Dr. William P. Wall)

Committee Member
( Dr.Ake Choonhachatrachai )

(Mr. Adam Tyler Thompson)

Asst. President, Academic Affairs &
Dean of Business and Technology
June 2016
 i

CONTENTS
Page
ABSTRACT i
ACKNOWLEDGMENT ii
CONTENTS iii
LIST OF TABLES v
LIST OF FIGURES vii

CHAPTER 1 INTRODUCTION
1 Introduction 1

CHAPTER 2 LITERATURE REVIEWS

2.1 Vision Statement 2

2.2 Mission Statement 2

2.3 Goals 2

2.4 Objectives 3

2.5 Values 3
2.6 Key to success 3

CHAPTER 3 RESEARCH METHODOLOGY

3.1 Research Methodology 4

3.2 Company’s Logo 5

3.3 Company’s Location 5

3.4 Company Ownership/Legal Entity 7

3.5 Layout 8
3.6 Business Details 9
3.7 Management and Organization 10
3.8 Personnel Plan 11
3.9 Internal Analysis 13
3.9.1 SWOT Analysis Industry as a whole 13
3.9.2 SWOT Analysis of Tapari Restaurant 13
 ii

CONTENTS (Cont.)

CHAPTER 4 RESEARCH FINDINGS

4.1 Products and Services 15

4.2 Menu 18

CHAPTER 5 SUMMARY, CONCLUSION & RECOMMENDATIONS

5.1 Overview of Nepalese Economy 19

5.2 Market Analysis 22

5.3 Industry Trends 23

5.4 Industry Issues 24

5.5 Market Segmentation 25
5.6 Competitors Analysis 26
5.7 Target Market Positioning Map 31
5.8 Industry Analysis 32
5.8.1 PESTLE Analysis 32
5.8.2 Porter’s Five Forces 42

CHAPTER 6 STRATEGIC IMPLEMENTATION

6.1 Competitive Advantage 49
6.2 Marketing Objectives 49
6.3 Marketing Mix Strategy (7Ps) 49

CHAPTER 7 FINANCIAL PLAN

7.1 Financial Assumptions 59
7.2 Source Of Fund 59
7.3 Start Up Plan 60
7.4 Salaries and Wages 61
7.5 Fixed Operating Expenses 62
 iii

CONTENTS (Cont.)

7.6 Projected Sales Forecast for Momos and Newari Pizza 63

7.7 Projected Sales Forecast for Drinks and other food items 64
7.8 Projected Income Statement – Year one 65
7.9 Projected Cash flow statements – Year one 66
7.10 Balance Sheet – Year one 66
7.11 Projected Income Statement – Year two 67
7.12 Projected Cash flow Statement – Year two 68
7.13 Balance Sheet – Year two 68
7.14 Projected Income Statement – Year three 69
7.15 Projected Cash flow Statement – Year three 70
7.16 Balance Sheet – Year three 70
7.17 Year End Summary 71
7.18 Financial Ratio 72
7.19 Break Even Analysis 73

CHAPTER 8 REFLECTIVE STATEMENT

8.1 Reflective Statement 74

REFERENCES 75

APPENDICES
Appendix A Survey Questionnaire 78
Appendix B Responses 82

BIOGRAPHY 88
 iv

LIST OF TABLES
Page
Table 3.1 Company ownership 7

Table 3.2 Business details 9

Table 3.3 Qualification needed 11

Table 3.4 Personnel Plan 12

Table 3.5 SWOT analysis (Restaurant industry as a whole) 13

Table 3.6 SWOT analysis of Tapari restaurant 13

Table 5.1 Nepal Living Standard Survey 20

Table 5.2 Household consumption for both urban and richest 20% 21
Table 5.3 Year-wise Tourist arrivals 25
Table 5.4 Competitor Analysis 30
Table 5.5 Strikes in five years 33
Table 6.1 Marketing activity plan 56
Table 7.1 Source of Fund 59
Table 7.2 Start Up Plan 60
Table 7.3 Salaries and wages 61
Table 7.4 Fixed operating expenses 62
Table 7.5 Projected sales forecast for Momos and Newri Pizza 63
Table 7.6 Projected sales forecast for other food items and Drinks 64
Table 7.7 Projected income statement – Year One 65
Table 7.8 Projected cash flow statement – Year One 66
Table 7.9 Balance Sheet – Year One 66
Table 7.10 Projected income statement – Year Two 67
Table 7.11 Projected cash flow statement – Year Two 68
Table 7.12 Balance Sheet – Year Two 68
Table 7.13 Projected income statement – Year Three 69
Table 7.14 Projected cash flow statement – Year Three 70
Table 7.15 Balance Sheet – Year Three 70
Table 7.16 Year-end summary 71
 v

LIST OF TABLES
Page
Table 7.17 Financial ratio 72
Table 7.18 Break-even analysis 73
 vi

LIST OF FIGURES
Page
Figure 3.1 Research questioner 4
Figure 3.2 Company’s Logo 5
Figure 3.3 Tapari 5
Figure 3.4 Research questioner 6
Figure 3.5 Dubar Marg 7
Figure 3.6 Tapari Restaurant Layout 9
Figure 3.7 Organization Chart 10
Figure 4.1 Momos 15
Figure 4.2 Newari Pizza (Chatamari) 16
Figure 4.3 Bara – the Newari Pancake 16
Figure 4.4 Yomaree 17
Figure 4.5 Shakes and Drinks 17
Figure 4.6 Research Questionier 18
Figure 5.1 Target Market 27
Figure 5.2 Logo of Le Trio 27
Figure 5.3 Logo of Nanglo Express 28
Figure 5.4 Logo of Dalle 28
Figure 5.5 Logo of Sinka 29
Figure 5.6 Logo of Momo Magic 29
Figure 5.7 Logo of Classic Momo 30
Figure 5.8 Positioning Map of Tapari Restaurant 31
Figure 5.9 Effects of strikes in Nepal 33
Figure 5.10 Nepal Corruption Rank 34
Figure 5.11 Ease of Doing Business in Nepal 34
Figure 5.12 Nepal GDP Annual Growth Rate 35
Figure 5.13 Remittance Inflow in Nepal 36
Figure 5.14 Inflation in South Asia 37
Figure 5.15 Nepal Inflation Rate 37
Figure 5.16 Nepal Population by Age Group 38
Figure 5.17 PESTLE Impact Map 41
 vii

LIST OF FIGURES (Cont.)

Figure 5.18 Porter’s Five Forces Analysis 42

Figure 5.19 Porter’s Five Forces Analysis 48
Figure 6.1 Marketing Mix (7 Ps) 50
Figure 6.2 Menu 51
Figure 6.3 Menu 52
Figure 6.4 Company’s Location 53
Figure 6.5 Research questioner 54
Figure 6.6 Research questioner 56
Figure 6.7 Process flow chart 57
Figure 6.8 Physical Evidence of Tapari 58
Figure 6.9 Physical Evidence of Tapari 58
Figure 7.1 Start-Up plan 60
Figure 7.2 Salaries and Wages 61
Figure 7.3 Fixed operating expenses 62
Figure 7.4 Item wise sales 64
Figure 7.5 Year-end summary 72
 1

CHAPTER 1
INTRODUCTION

Tapari Restaurant will focus on local Nepal taste with a global twist. Tapari
Restaurant will be the answer to an increasing demand for snack-type fast food in
Nepal. In today’s world of highly competitive environment it is very difficult to
distinguish the taste of one fast food to another. This is where Tapari Restaurant will
have an advantage as the restaurant plan to cater local Nepali fast food with a different
taste. With taste, Tapari will aim to provide the food items within reasonable price that
will not hurt the wallets of people.
There is a rapid increase in the trend among the people to eat out as many people
consider restaurants as their second kitchen. This is due to busy lifestyles and changing
habits that have led many people to go out and eat outside. Today restaurants are more
of a social gathering place rather than just place to go and try out different food items.
According to Trip Advisor, the world's largest on-line travel site, there are over 471
restaurants in Kathmandu and according to Restaurants and Bar Association of Nepal
(REBAN), there are around 2,000 standard restaurants, bars, fast food outlets and
bistros working across country.
Tapari restaurant will be located at Durbar Marg. It is one of the most famous
tourist areas after Thamel. The restaurant will have spacious designs, comfortable seats
with elegant old Nepali theme interiors. Tapari has a huge opportunity to gain market
share, as it is one of the places renowned for shopping. Other than renowned shopping
hub it is one of the office and tourist area in Kathmandu. The restaurant will be suitable
for all people whether it will be for quick lunch break for office staff, shoppers or to
relax with friends in the evening. One of the main competitive advantages for Tapari in
this location is that there is no restaurant providing traditional fast food and variety of
momos.
Four shareholders, in an equal shareholding ratio, will own the company. The
Investment will be NPR 7.5 million.
This business plan Of Tapari restaurant expects to meet its vision, mission, goals
and objectives. Tapari will hope to meet its every customer needs and expectation.
 2

CHAPTER 2
LITERATURE REVIEWS
 3

2.1 Vision Statement

Tapari envisions being a world-class restaurant by serving varieties of
traditional Nepalese food with a global twist and by providing excellent service to our
customers. To establish a reputable name by constantly satisfying the customers and to
not only be on top of this industry but to remain consistently on top. “We are here to
touch your heart”.
2.2 Mission Statement
The best food, the best quality, the best service, the best price and the utmost hygiene
food and restaurant that won’t hurt your wallet.
To provide great food in a welcoming environment and in a reasonable price.
To provide highest level of customer satisfaction.
Establishing long-term trust with our customers.

2.3 Goals
The main goal of the company will be to provide excellent service paired with quality
food. Other goals of the company are as follows:
- The objectives Tapari cherish to obtain the goal: “retention, efficiency, and
growth.” Tapari value its customers.
- To provide a satisfying customer experience that includes enjoyable food and a
relaxing atmosphere.
- To provide excellent value for money to its customers.
- To save time of consumers by serving quick and healthy meal.
- To provide customers 3f’s -Fast, fresh and Flavorful.
- To make Tapari Restaurant a destination spot for mall-goers.
2.3 Objectives
- To generate profits from this business.
- Maintain net profit margin at 10%.
- Maintain the price of product, which is 10% cheaper than the average market price.
- To open 2 branches within Kathmandu in new location by 2019.

- To open a branch in Pokhara, Nepal by 2021.

- To open a branch in Delhi, India by 2023.
 4

2.4 Values
- Conduct business with integrity and fairness.
- Focus on customer needs.
- Continuously train employees and improve processes.
- Provide quality food and services.
- Reward employees on merit and promote teamwork.
- Maintain safe and healthy working environments.
2.5 Keys to Success
- Create a unique, innovative, entertaining menu that will differentiate us from the rest of
the competition.
- Sell the products that are of highest quality, as well as keeping the customers happy with
all our food categories.
- Creating a good working environment for employees, which will lead to employee
satisfaction, ultimately resulting in high customer satisfaction and brand name.

CHAPTER 3
RESEARCH METHODOLOGY
 5

Tapari Restaurant will focus on local Nepal taste with a global twist. Tapari
Restaurant will be the answer to an increasing demand for snack-type fast food in
Nepal. Tapari will aim to provide the food items within reasonable price that will not
hurt the wallets of people. Tapari will be located in Durbar Marg, Kathmandu. Four
shareholders, Miss Shilpa Shrestha, Miss Shreeya Shrestha, Mr. Nikhil Shrestha and
Mr. Gaurav Shrestha in an equal shareholding ratio, will own the company. The startup
cost will be NPR 5 million.

Figure 3.1 Research questioner

When asked about the reason to select the restaurant, people had mixed responses.
It seems as it depends on people choice. Some prefer top priority as quality where as
some might prefer price, ambience, location and all. Tapari will make sure it will
provide best quality and service in moderate price and in very a preferable location with
elegant ambience.
 6

3.2 Company’s Logo

Figure 3.2 Company’s Logo

Tapari is a traditional term that can be familiarized by many Nepali. The company
believes doing something differently is the key to the success. Think “Globally” and
act “Locally” is the motto the company will follow.
In Nepali culture, we follow our many religious rituals and serve our devotee’s on
a Tapari granting respect and honor. Likewise, our tagline says “atithi deva bhawa”;
our god is our “customer”. The restaurant will serve the customers with respect and
honor. This is the simple logic behind branding of Tapari.

Figure 3.3 Tapari

3.3 Company’s Location
Tapari Restaurant will be located in Durbar Marg. Durbar Marg is the heart of
Kathmandu. It leads towards former Royal Palace of Narayanhiti, which now is a
 7

museum for tourist and local people. Durbar Marg is also known as King’s Way among
tourist. It is one of the most famous tourist areas after Thamel. Tapari has a huge
opportunity to gain market share, as it is one of the places renowned for shopping. Other
than renowned shopping hub it is one of the office and tourist area in Kathmandu. It is
the most cleanest and well-maintained places in Kathmandu which has a green belt in
the side way.

Figure 3.4 Research questioner

Tapari did an online questioner in which the company asked about the preference
of location. 89 people responded and the response was very positive as 79.8% said yes,
15.7% said maybe and only 4.5% said no. This means the location is very popular
among people. That’s why it’s a good move that Tapari chose Durbar Marg as location.
It can attract more customers and increase sales.
 8

Figure 3.5 Durbar Marg

3.4 Company Ownership/Legal Entity

Tapari Restaurant Pvt. Ltd will be a private limited company registered with the
company registrar under the Company Act, 2063. It will have its separate legal identity
and shall have its own seal for conducting the business. Four shareholders, Miss Shilpa
Shrestha, Miss Shreeya Shrestha, Mr. Nikhil Shrestha and Mr. Gaurav Shrestha in an
equal shareholding ratio, own the company. The new limited liability partnership will
therefore result in the investors holding the following equity share.

Table 3.1 Company Ownership

Shareholders Percentage
Mr. Nikhil Shrestha 25%
Ms. Shilpa Shrestha 25%
Ms. Shreeya Shrestha 25%
Mr.Gaurav Shrestha 25%
Total 100.00%
 9

Mr. Nikhil Shrestha

Mr. Nikhil Shrestha completed his schooling from St. Joseph School, Nainital,
India. He has completed Advance International Diploma in Business Administration
from Informatics, Singapore. Also received bachelor degree in Business
Management/Marketing from London Metropolitan University. He is about to complete
his masters from Stamford University in International Business. He has work
experience for almost 2 years in Prakash Cable Industries Pvt. Ltd. as a Manager.
Ms. Shilpa Shrestha
Shilpa Shrestha is a CA by profession. After completing her high school from
Galaxy Public School she studied ACCA course. She has a professional experience in
auditing and accounting.
Ms. Shreeya Shrestha
Shreeya Shrestha completed her schooling from Galaxy Public School. She is
an ACCA Affiliate and also has experience in audit & assurance field. She also has
completed Advanced Diploma in Accounting and Business.
Mr. Gaurav Shrestha
Mr. Gaurav Shrestha completed his schooling from St. Joseph School, Nainital.
He has completed his A level course from Trinity College, Nepal. He is currently in his
final year of B.Sc. Computing Undergrad Program. He also has done 3 months of
internship
3.5 Layout
An area of 1,600 sq. ft. will be rented for the operation of restaurant as well
administration department. The back shall be used for the administration department
while the front part shall be used for fine dining restaurant. The restaurant will have
spacious designs, comfortable seats with elegant interiors. The restaurant will be
suitable for all people whether it will be for quick lunch break for office staff, shoppers
or to relax with friends at the evening.
 10

Figure 3.6 Tapari Restaurant Layout

3.6 Business Details
The restaurant will be open from 11 A.M. to 10 P.M. Happy hours meal will be
introduced to the customers from 1 P.M to 4 P.M.

Table 3.2 Business Details

Parking Street Parking

Price Range NRs100 to 350

Specialties Serves lunch, dinner, drinks and coffee

Services Catering, delivery, good for groups, good for kids, outdoor
seating, takes reservation, take out, waiter service, walk-ins
welcome.
 11

3.7 Management and Organization

Following is the organization structure of Tapari Restaurant Pvt. Ltd

Figure 3.7 Organization Chart

The owners will lead the company and supervise the management. Mr. Nikhil
Shrestha is responsible for Human resources and Marketing aspects; Mr. Gaurav
Shrestha will be responsible for Technical Department while Ms. Shreeya Shrestha &
Ms. Shilpa Shrestha will be responsible for day-to-day operation and financial aspects
and food quality standards. The management team will comprise of a team of experts
in Production & Quality Control, Customer Service and food quality control. The
qualification needed for the managerial post is:
 12

Table 3.3 Qualification needed

Designation Qualification

Finance Manager MBA with 2 years’ experience in accounts and

finance of FMCG companies.

Customer Service Manager Graduate with 2 years of experience in field of

Customer Service

Production/ Quality Manager Graduate in Hotel Management with 3 years of

experience

Administration Manager MBA graduate with 1 years of experience

Marketing Manager MBA in Marketing with 1 years of experience.

3.8 Personnel Plan

Human Resource Manager will formalize and document to HR policy of the
company. The policy will comply with employment, workplace health and safety, and
other related legislation. The details of the needed staffs are given below:
 13

Table 3.4 Personnel Plan (Amount in NPR)

Employees Total Salary  Total Salary

Owners  4 50000 200000 

Customer Service Department  

Customer Service Manager  1  30000  30000 

Captain  1  15000  15000 

Waiter  6 6500 39000 

Sr. Waiter  1  7500  7500 

Production and Quality Department       

Production  and  Quality  Department  1  25000  25000 

Manager 
Production In charge  1  15000  15000 

Executive Chef  1 35000 35000 

Cook  3  7000  21000 

Helper  2  5000  10000 

Utility  4  5000  20000 

Administration Department       

Administration Department Manager  1  20000  20000 

Marketing Manager  1  20000  20000 

Runner  1 8000 8000 

Security  1  8000  8000 

Finance Department       

Finance Manager  1  30000  30000 

Accountant  1  20000  20000 

   

TOTAL  31  357,000.00  523,500.00 

 14

3.9 Internal Analysis

3.9.1 SWOT Analysis Industry as a whole

Table 3.5 SWOT Analysis (Restaurant Industry as a whole)

Strengths Weakness
 Endless Customer.  Low level of skills and
 Large Labor Pool. education, working condition
 Easy to adapt to changing etc.
Environment.  Intense Competition

Opportunity
 Gain customer Loyalty.
 Expand to new location.
 Expand services /products.
Threats
 Lack of Sufficiently skill
personal may jeopardize the
quality of the service.
 Instable political situation.
 Rapidly changing eating habits
of consumers.

3.9.2 SWOT Analysis of Tapari Restaurant

Table 3.6 SWOT Analysis of Tapari Restaurant

 Tapari will value the time of customers by providing

Strength quick services, as it will prepare its meal before hand.
 Tapari will have friendly staff which will provide good
hospitality to the customers
 Located in popular shopping hubs and office areas
 Milder taste and spices targeting national as well as
international customers who do not prefer spicy food
 The restaurant will provide clean and hygienic
environment with see-through kitchen space.
 Tapari will only have limited menu with most
frequently ordered and most preferred food, best
suitable for all Nepalese of all age groups.
 15

 One of the weaknesses of the restaurant is that it will

Weakness only have limited number of seats.
 Different department and different level of staffs may
lead to conflict between employees resulting in lack of
delegation of authority and responsibility and may
cause disputes.
 Tapari will only serve typical Nepali and Newari
cuisine and may fail to target people who prefer to dine
out for international cuisine.

 Since the trend of people dining out is increasing

Opportunity rapidly Tapari can use this opportunity.
 Customers nowadays prefer good food and quick
service at reasonable rates which one of the major
highlight of the restaurant.
 Since people don’t like to go out in heavy traffic Tapari
can team up with food delivery services can provide
wider network and reach to customers.
 Tapari can use innovations in technology of food
preparation and service through mechanization for
better service.

 Continues increase in price of raw materials can

Threats threaten profit margins.
 Down turn in the economy affecting the spending
power of customers.
 There is a rising competition creating more options for
restaurant to consumers due to which Tapari can lose
its loyal customers.
 16

CHAPTER 4
RESEARCH FINDINGS

4.1 Products and Services

Tapari Restaurant will be focused on providing quality food to its customers. Tapari
restaurant will be providing varieties of food under one roof. The restaurant will not
only be limited in providing fast foods but we aim to introduce unique drinks to the
customers. People nowadays have become conscious about their health and we intend
to target those groups of customers as well. Tapari will provide assortment of momos
to satisfy the palates of various customers. The restaurant will provide fresh, organic
food being prepared in a simple manner in order to satisfy their customers' heart and
soul. Some of its products are:
Momos

Figure 4.1 Momos

Momo, also known as Dumpling is one of the most popular dishes in Nepal. They
are one of the most popular fast foods. Tapari aims to provide this popular dish with a
modern twist. Along with providing the regular momos, it will also provide different
varieties of momo such as tandoori momo, rainbow momo, momo lasagna and sekuwa
momo etc. under one roof.
 17

Newari Pizza (Chatamari)

Figure 4.2 Newari Pizza (Chatamari)

Newari Pizza will satisfy the taste buds of people who love the taste of chatamari
and pizza. Chatamari is a local Newari dish made of rice flour and will be used as a
base for the pizza. By infusing the local taste with a slight twist of western flavor this
dish will surely be popular from children to old ones.

Bara - The Newari Pancake

Figure 4.3 Bara – the Newari Pancake

Bara also known, as Wo is another Newari food is made from lentils. Usually this
dish is found in the streets of Nepal and not found in posh areas.
 18

Yomaree

Figure 4.4 Yomaree

Yomaree is a dish that is made in homes and is not found in restaurants or in the
street. They are usually filled with Chaku or Khuwa. Tapari will provide this product
as well with some global twist. Tapari will try to innovate and fill it with Chocolate as
well. Many people who can’t enjoy this food at home can come to Tapari and enjoy it.
Shakes and Drinks

Figure 4.5 Shakes and Drinks

The restaurant will also provide variety of shakes and drinks. Some options are
Oreo, Snickers, Mars, KitKat etc. to satisfy the sweet tooth of consumers. Shake is also
one of the most demanding products in restaurants in Nepal.
 19

4.2 Menu
Menu is inspired by the flavors, variety and natural healthiness of Nepalese
cooking. Families have Nepali roots, so this is the food everyone grew up with. There
are some dishes that evoke our childhoods in Nepal and even those termly trips to fast
food restaurants.

Figure 4.6 Research Questionier

When asked about the local fast food that people enjoys the most besides momo
then the feedback was quite positive as many people chose Bara, Yomaree and
Chatamari. Tapari chose the top three items in their menu. The research also helped
the company to know that Sekwa and Choyela were also popular so in future when
Tapari gets hold of the market share than they can add those items in their menu as well.
(Menu Detail is in Marketing Mix Strategy Part Chapter 6)
 20

CHAPTER 5
SUMMARY, CONCLUSION & RECOMMENDATION

5.1 Overview of Nepalese Economy

According to the Economic Survey Report 2015/16, Nepalese economy's

genuine GDP was evaluated to develop at 0.77% in financial year 2015/16 when
contrasted with 2.32% in past financial year. The lower development rates for past two
monetary years are the aftereffects of lower development in agriculture area, effect of
seismic tremor that shook the country in April 2015 and supply interruptions because
of bar in Nepal-India fringe. The development rate floated around 4% amid four of past
six monetary years (FY 2010/11 till FY 2013/14) and was recorded at 5.7% in FY
2013/14, the expansion in development rate being ascribed to positive atmosphere,
enhanced speculation condition and convenient arrival of spending plan. (World Bank,
2017)
Nepal and Bhutan have the most elevated expansion in south Asian area.
Consumer Price Index (CPI) based inflation rate in Nepal was 7.2% amid FY 2014/15.
The inflation was estimated to be 8.5% in FY 2015/16. The normal CPI based inflation
for initial eleven months of FY 2015/16 was recorded to be 9.9%. Such high inflation
is credited to the bar in fringes with India that upset the import of merchandise. The
normal inflation rate in past five financial years (FY 2010/11 till FY 2014/15) remained
at 8.8%. The inflation amid a similar period in food and drink classification remained
at 10.8% while in non-sustenance and administration class it was 7.3%. The inflation
in food and drink gathering is high and for the most part in charge of higher general
expansion in the nation. The high inflation disintegrates the spending energy of local
customers and can unfavorably influence the household tourism and restaurant
industry. The restaurant business visionaries will be unable to pass on the increasing
expense to their consumers because of exceptional rivalry in restaurant industry. (World
Bank, 2017). However, inflation has dropped to its lowest rate in 12 years of 3.2 percent
as a fall in costs of food and drinks cut down the average cost for basic items. Costs of
food and drinks fell 0.7 percent by and large in January. The drop has been expected
predominantly to the base impact, enhanced supply circumstance and deceleration in
 21

Indian expansion, says the most recent macroeconomic report of Nepal Rastra Bank
(NRB), the national bank. (Kathmandupost.ekantipur, 2017). The inflation rate is
forecasted to be around 6.2 for the fiscal year of 2016/2017. (Trading economies, 2017).
The proportion of utilization to GDP at winning cost is expanding for most recent
couple of years. The aggregate utilization as a rate of GDP was 88.1% in FY 2013/14,
91.2% in FY 2014/15 and is evaluated to be 94.7% in FY 2015/16. The private
utilization as a rate of GDP expanded amid most recent three years-76% in FY 2013/14,
78.4% in FY 2014/15 and assessed to be 82% in FY 2015/16. The normal private
utilization for most recent five years as a rate of GDP has been 78.1%. Essentially, the
normal private food utilization for a similar period is 51.2% of GDP and private
administration utilization is 8.3% of GDP. (Asian Development Bank, 2017)
The Nepal Living Standard Survey 2010/11 demonstrates that wealthiest 20%
family units have mean nominal domestic income of NPR 356,555 for every annum
and wealthiest 20% populace has mean nominal per capita income of NPR 94,149 for
every annum. The result of study in various periods has been given in the accompanying
table:

Table 5.1 Nepal Living Standard Survey

Nepal Living Standard Survey

Nominal Income 1995/96-2010/11 (NPR)
Description 1995/96 2003/04 2010/11
Average Household Income 43,732 80,111 202,374
Average per capita income
All Nepal 7,690 15,162 41,659
Poorest 20% population 2,020 4,003 15,888
Richest 20% population 19,325 40,486 94,149
Source: Central Bureau of Statistics (CBS) 2011
As observed in above table, the normal nominal family unit salary and normal nominal
per capita pay ascended over a time of 15 years (1995/96 till 2010/11). Of the 20%
wealthiest populace, 67% are in Kathmandu valley urban zone. Considering the high
 22

society and upper white-collar class as target market for the venture, we can infer that
market estimate inside the valley for recreational items and administrations are huge.
The yearly family unit reviews led by Central Bureau of Statistics (CBS) demonstrates
that the mean family utilization for both urban families and wealthiest 20% family unit
has expanded in FY 2013/14 contrasted with earlier year. In any case, the mean family
utilization use for urban families in the year 2014/15 has diminished contrasted with
earlier year. The overview report has been distributed just for 2012/13, 2013/14 and
2014/15 and the citation have been given in the accompanying table:

Table 5.2 Household consumption for both urban and richest 20%.

Source: Central Bureau of Statistics (CBS) 2015

The table demonstrates that the utilization uses on food things constitutes greatest offer
of family unit mean utilization consumptions for both years. The Non-food class
incorporates wellbeing costs and social, recreation and amusement. Despite the fact that
the rate of this class in family unit mean consumption has dropped in the year 2013/14
and 2014/15, the non-food classification still has second most elevated offer in the
 23

aggregate uses in every one of the three years. The normal nominal urban family
consumption has diminished to NPR 413,510 in 2014/15 from NPR 488,986. What's
more, for wealthiest 20% family units, the figure has marginally expanded in 2014/15
contrasted with that in earlier year. In any case, according to the family unit review
report of CBS, the aggregate utilization consumptions of wealthiest 20% urban family
unit in 2014/15 is NPR 547.5 billion which is higher by 30.5% contrasted with NPR
419.4 billion of earlier year. Since two-third of such wealthiest urban family units with
most noteworthy spending influence are in Kathmandu valley, showcase for diversion
exercises is huge in the valley.

5.2 Market Analysis

When it comes to food, Kathmandu has endless options to delight all sorts of
customers. The options that can be found in restaurants ranges from traditional Nepali
food to continental, for both vegetarians and non-vegetarian. According to Trip
Advisor, the world's largest on-line travel site, there are over 471 restaurants in
Kathmandu. As indicated by Pramod Jaisawal, President of Restaurants and Bar
Association of Nepal (REBAN), there are around 2,000 standard restaurants, bars, fast
food outlets and bistros working across country. People today seem to enjoy the luxury
of eating and dinning highlighting on the three C’s– “comfort, convenience and
choice. Kathmandu Valley is taken over by restaurants where a street can be hardly
missed without a big or small eating-place. Whether it is a fast food restaurant or a
family style restaurant, in every shopping arcade you have a wide variety of eateries to
choose from.
The amazing number of restaurants the nation over plainly demonstrates the
lucrative open doors that exist in the diner division. As indicated by Pramod Jaisawal,
President of Restaurants and Bar Association of Nepal (REBAN), "The venture
expected to open restaurants range from as low as NPR 2.5 million to as high as NPR
15 million". Anup Lal Kakshyapati, Vice-President of REBAN and Director of The
Bakery Café relate the ascent in interests in restaurants to different parts of the business,
"Many individuals now consider restaurants as their second kitchen. The changing food
propensities and the bustling way of life has driven numerous Nepalis to go and eat
outside”. In spite of the different difficulties, numerous youngsters today pick to open
 24

restaurants when beginning a business interestingly. Authorities at the Department of

Cottage and Small Industries (DoCSI) say that six to seven restaurants are enrolled at
the workplace day by day. "It is extremely hard to open even a fundamental restaurant
for not as much as NPR one million as different perspectives including the inside, food
choice alongside the kitchen and the general cleanliness levels should be legitimately
kept up," includes Kakshyapati. (Krishana Prasain, 2017).
Durbar Marg is known to be the most happening place in Kathmandu with
number of restaurants offering food from all around the globe. It is taken as the
destination for partygoers and food lovers. Besides Thamel, Jhamsikhel also known as
Jhamel, Lazimpat, New Baneshwor and Naxal is also becoming very popular among
expats and local residents as a hub for good food joints, a little quieter than Thamel.
The restaurants in these areas sell for their ambience, taste of food and choices they
offer.

5.3 Industry Trends

Considering the eating habits of Kathmandu societies, 20 years ago, we can find
nothing like today. Small teashops were located in petite streets corners that would cater
few items on their menus like tea, boiled eggs, and momos. People then, rarely went
outside for dinning. The consumer trend has changed drastically. Today it’s not just
about eating it’s spending the hard-earned money for comfort and taste. The concept of
eating or dinning outside has grown so much that it has adapted an industry that is loud
and clear about its presence and identity.
Likewise, with the growing concept the importance of incorporating a restaurant
in any commercial complex is a high priority. With the competition of malls and
shopping complexes the restaurant industry has also gone to the level. Initially serving
just a few local dishes, restaurants have now become a haven for food lovers with an
astounding variety of local as well as international cuisine.
The new restaurant business has adopted creativity and marketing as its new
tool where they look trendy and sassy with ideal locations and food selection. With the
changing times and increasing competition, restaurant operators cannot afford to rest
on their menu only. They realize that it is vital that they constantly review the eating
trends where concepts are being upgraded on regular basis.
 25

5.4 Industry Issues

In the restaurant business, the hardest part is recruiting and retaining workers
because of which there’s a high staff turnover. Most of the employees who come in are
in their first jobs leave as soon as they get some experience for joining in other
restaurants or working in the Gulf and overseas.
Leasehold issue is one of the prime issues in this industry. As most of the
restaurants in Kathmandu are operating in a leasehold space, they face challenges in
moving the restaurants to new locations because landlords do not abide by the
contractual agreement. As soon as they see the restaurants are doing well by the buzz
of customers, they raise the rent. Negotiating these repeated changes proves to be
difficult at times. For a restaurant, when you change locations a few times, it is difficult
to operate, as they will lose their loyal customers. Besides, restaurant business in Nepal
is also facing the difficulties due to frequent bandhs (strikes) and fuel crises.
There is also lack of proper management from government side, as restaurants
are required to register and pay taxes at multiple government offices. Government
should provide one-window policy so that it can provide all services from a single place
like proper management of data and to make quality control easier. Government also
fails to collect a 13% Vat from all restaurants as only few have been paying VAT on
regular basis. If the government reduces the VAT to 3 or 4 percent then the service will
be more affordable to customers and every restaurant will also pay VAT on regular
basis. (Krishana Prasain, 2017).
Despite these challenges, restaurant industry has bright hope due to cheaper
labor force, untapped resources, rich culture and diversity.
5.5 Market Segmentation
The purpose of this section is to look closely at the needs and preferences of the
various consumers in the marketplace, primarily by considering the array of benefits
that they are seeking. As a result, the market segments that have been identified are as
follows:

Tourists
 26

Tourism is also one of the main backbones of Nepal’s economy. Number of

tourist arrival was increasing every year but unfortunately because of earthquake and
blockade of border led to decrease in tourism. So in 2015 the number of tourist
decreased. Now when Nepal has been declared safe the tourist arrival has increased
again. The government is trying its best to promote tourism in Nepal as it has also set
the Vision 2020 with an objective to bring 2 million tourists. Popular travel blog like
UK based Rough Guides and Lonely Planet has listed Nepal as top 10 countries to visit
for 2017.
Durbar Marg is also a tourist attraction spot because of King’s Place. Tapari
being located in Durbar Marg does not want to miss the opportunity to attract them.
Tapari will be offering them traditional fast food where the tourist can also be
mesmerized by the ambience with a traditional old theme interior. As in Durbar Marg
there is no restaurant providing traditional fast food and varieties of momos at one roof.
So Tapari wants to garb the market and build the brand image as soon as possible.

Table 5.3 Year-wise Tourist arrival

Year 2008 2009 2010 2011 2012 2013 2014 2015

Arrival by 125,61 130,634 154,067 190,994 204,834 202,768 204,137 132,975

land 6

Arrival by 374,66 379,322 448,800 545,221 598,258 594,848 585,981 405,995

Air 1

Total arrival 500,27 509,956 602,867 736,215 803,092 797,616 790,118 538,970
7

Avg. length 11.78 11.32 12.67 13.12 12.16 12.60 12.44 13.16
of stay

Source: Nepal tourism Board

Gatherings
This group of market segments essentially looks restaurants as a “reward” for good
behavior. And in terms of rewards, usually restaurants are a popular choice among
people for treats. Consumers in this segment are making family decisions as a
 27

household unit-not as individual consumer. Therefore, this market segment is looking

for a good choice of food options (for all ages) at the same time comfortable and clean
facilities. The fine dining of Tapari can cater such services for family treats and
gatherings.

Students
Another market segment that views restaurants as an easy option are school and
colleges students. These consumers don’t tend to pre-plan their weekly meals, so eating
at restaurants is an attractive solution for them.

Pressured for Time

This example of market segments preference is NOT to consume foods at
restaurants, but it may be a necessity at times. For example, if they have worked back
late or they are having a busy day. This market segment would not be overly responsive
to sales promotions or advertising. They would also have limited brand loyalty, as they
will make decisions based upon convenience factors only. Office employees normally
fall into this category. Employees have a very limited time for lunch breaks and since
Tapari is located near office area Tapari can obtain the greatest share of this market by
providing quick service and quality food.

Shoppers
This market segments focuses on ambience and the food. Normally the market
segments in this group are the one who enjoy taking they time to eat their food and want
to relax and enjoy their meals. Tapari Restaurant is located near the most popular
shopping hub Durbar Marg. Due to its location many Tapari can gain a huge market
share for shoppers that come there to satisfy their food cravings after a tiring shopping
experience. The ambience, food, quick service of Tapari restaurant makes a perfect
combo for the shoppers to come and quench their hunger.
 28

Target Market

20% 20%
Gatherings
15% Students
30% Pressured for Time
15%
Shoppers

Tourists

Figure 5.1 Target Market

5.6 Competitors Analysis
 Le Trio

Figure 5.2 Logo of Le Trio

As the Name suggests, three different owners own Le Trio. Their passion for good
hygienic food made them establishes this restaurant in Jhamsikhel, Pulchwok. It has
recently opened its branch restaurant in Durbar Marg. The restaurant is best known for
its Momo Cha with Jhol Achar. This multi cuisine restaurant has a cozy indoor seating
arrangement with separate space for smokers and nonsmokers, and has a total table
capacity of 60 persons.
Nanglo Express
 29

Figure 5.3 Logo of Nanglo Express

Nanglo Express had recently opened its new branch in New Road, Kathmandu.
Eating out has become synonymous to the everyday on-the-go work and leisure
lifestyle. Keeping in mind, Nanglo Express was conceptualized incorporating
restaurant goers’ major preferred food choices like momos, sizzler, burgers, pizzas, and
sandwich among other beverages. Established in 1976 in Durbarmarg, the restaurant
has been providing wide varieties of food items for the customers.
Dalle

Figure 5.4 Logo of Dalle

Dalle has been able to cater wide range of customers of all ages. Dale has been
acclaimed for its succulent and juicy momos. The rising popularity has shown
opportunity for Dalle to expand to additional new locations to serve its customers with
excellent service and food quality.
Sinka
 30

Figure 5.5 Logo of Sinka

Sinka is a newly opened Momo hub in town, located at Kumaripati, Lalitpur. Sinka
serves varieties of momos. With the clean open kitchen and cozy ambiance and quick
service, Sinka is a perfect place. Some product that Sinka serves is Spicy Akhbare
momo, BBQ style tandoori momo or newari style Choyela momo or cheesy momo-za.
Momo Magic

Figure 5.6 Logo of Momo Magic

Momo Magic was recognized in the year 2004 and is located at Pulchowk. It’s
basically known for its delicious Momos but it also offers wide range of Chinese
cuisine. All the momo lovers can satisfy their taste buds by being at ‘Momo Magic’. It
also has its outlet at Maharajgunj. One of the reason for its popularity is its reasonable
price compared to other restaurants.
 31

Classic Momo

Figure 5.7 Logo of Classic Momo

Classic Momo was opened in July 2015. Within a short span of time it became quite
popular. Classic Momo focuses on Health and Cleanliness so its avoid adding MSG,
Added Fats, Preservatives, Artificial Coloring, Flavor Enhancers in its product. Classic
momo is located in Naxal Narayanchaur. It has recently opened its branches in Newroad
And Tripureshwor. Classic Momo provide unique momo like momo burger, momo
pizza while is rarely seen in restaurant menus in Kathmandu.

Table 5.4 Competitor Analyses

5.7 Target Market Positioning Map

Tapari restaurant will be positioned as one of the best service and quality
restaurant with affordable price in the market. It focuses on satisfying consumer with
quality food and service. The frame of reference for the positioning map is done on the
basis of Tapari’s competitors in Kathmandu.
 32

Figure 5.8 Positioning Map of Tapari Restaurant

The comparison is done with different restaurants, on the basis of price and quality,
which Tapari believes is their competitor. Le trio, Nanglo, dale and magic momo are
the oldest and the most successful in the market as of now. Tapari aims to be a
affordable price for every customer with high quality, therefore, it is placed in moderate
price and higher side of perceived quality.

5.8 Industry Analysis

5.8.1 PESTLE Analysis
Political
 33

Nepal has seen fast political changes amid the most recent two decades. Up until
1990, Nepal was a government under official control of the King. Governments in
Nepal had a tendency to be exceedingly insecure, falling either through inward crumple
or parliamentary disintegration by the monarch, on the proposal of the head
administrator, as indicated by the constitution; no government has made over more than
2 years since 1991. (Marketresearchreports, 2017). Frequent change in government
leads to change in rules and regulations, which the industry sectors find it difficult to
keep in track of new rules and regulations. Due to political instability, investors hesitate
to invest due to low investment return.
Nepal has a history of unstable political situation, and still today the political
situation hasn’t changed much. With frequent strikes and bandhs (means “Close”) in
country, it has affected different sectors in economy and Restaurant industry is also one
of them.
Republica National Daily distributed an article on the aggregate number of bandhs
(general strikes) in Nepal in the previous five years from 2010 to 2015 and it remains
at a disturbing 1047 days. (Sarita Sapkota, 2015). The strikes have lead to huge losses
for business as well as country’s economy. Due to strikes and bandhs transportation
stops, people stay homes; all shops, offices and restaurants remain closed resulting in a
negative impact in the business. The political parties should find different means of
protest if they are serious about the people and the country. The political parties should
say no to strike and bandhs.
 34

Figure 5.9 Effects of strikes in Nepal

(Source: Central Bureau of Statistics 2014)

Table 5.5 Strikes in five years

 35

Nepal also has a high corruption rate. It ranks 131 out of 175 countries.
(tradingeconomics, 2017). In order to open something, the government takes bribes to
make the paper work process faster or get them out of legal problems or get quality
clearance without even measuring the quality of the product.

Figure 5.10 Nepal Corruption Rank (Source: Tradingeconomics)

Due to unstable politics, corruption rate, frequent strikes, not proper protection to
businesses has lead Nepal to be ranked 107 among 190 economies in ease of doing
business. (World Bank, 2017)

Figure 5.11 Ease of Doing Business in Nepal (Source: Tradingeconomics)

However, there is a slight ray of hope with the new constitution drafted on 2015. For a
nation that has seen war, a palace massacre, devastating earthquake and blockade of
 36

border for more than 2 months. Since a campaign to create a modern state began more
than 65 years ago. (Thehindu, 2015)

Economical
Nepal is an agriculture country. Most of the people in the country are engaged
in agriculture. Agriculture contributes significant part of GDP of Nepal. Besides
agriculture, GDP is heavily dependent on tourism and remittances of foreign workers
due to slow growth in all sectors of the economy. The Asian Development Bank has
projected that Nepal’s economy could grow 6.2% in the fiscal year 2016-2017.
(Business-standard, 2017). Subsequently, economic development in social services and
infrastructure in Nepal has not made dramatic progress.

Figure 5.12 Nepal GDP Annual Growth Rate (Source: Tradingeconomics)

The growing spending limit of Nepalese has been one of the main considerations
for this. Supported by the rising inflow of remittances, Nepalese now have more
dispensable cash to spend than what they had 20-30 years back. According to Nepal's
macroeconomic refresh distributed by the Asian Development Bank in August 2016,
the gross national extra cash (GNDI) in Nepal achieved USD 1,027, which was USD
926 in 2012. Thus, Nepalese spend around 11 percent of their salary at restaurants.
(Newbusinessage, 2017)
 37

Figure 5.13 Remittance Inflow in Nepal (Source: Nepal Rastra Bank)

The inflation Rate of Nepal is the highest among South Asia region for the last
couple of years. The inflation rate according to Asian Development bank was 10.5% in
fiscal year 2015/2016. This is due to earthquake, blockade, and government inability to
monitor market. (Myrepublica, 2016). However inflation has dropped to its lowest rate
in 12 years of 3.2 percent as a fall in costs of food and drinks cut down the average cost
for basic items. Costs of food and drinks fell 0.7 percent by and large in January. The
drop has been expected predominantly to the base impact, enhanced supply
circumstance and deceleration in Indian expansion, says the most recent
macroeconomic report of Nepal Rastra Bank (NRB), the national bank.
(Kathmandupost.ekantipur, 2017). The inflation rate is forecasted to be around 6.2 for
the fiscal year of 2016/2017. (Tradingeconomics, 2017). This is good news for food
and beverages industries as decrease in inflation leads to low cost for prices of food
items. The business can earn more profit if the prices of raw materials drop and if there
is increase in consumers spending.
 38

Figure 5.14 Inflation in South Asia (Source Asian Development Bank)

Figure 5.15 Nepal Inflation Rate (Source: Tradingeconomics)

Social
There is a rapid increase in the trend among the people to dine out as many
people consider restaurants as their second kitchen. This is due to busy lifestyles and
changing habits that have led many people to go out and eat outside. Today restaurants
are more of a social gathering place rather than just place to go and try out different
food items.
As indicated by a World Bank report distributed in 2012, Nepal is one of the
speediest urbanizing nations in Asia, with the urban populace developing at the rate of
more than 5 percent yearly since 1970s. The average urban population growth rate over
the last 10 years stood 3.43%. (Kathmandupost.ekantipur, 2016). Nepal has a young
population, as the median age is 23.4 years. (Worldometers, 2017). The increasing
 39

population presents the opportunity for Tapari to innovate its products to attract
consumers of various backgrounds but with the increasing trend of people to dine out,
people are also conscious about the food they eat. Society is being aware of importance
of nutritional foods. People in society are slowly changing their habits of eating. There
are not many restaurants, which focuses on providing healthy foods. Tapari aims to
focus on such group by introducing healthy meals since it has a potential to grab a huge
market share. Tapari will make sure to use healthy oils, fresh and organic vegetables
and fruits and provide top notch quality products so that it can target repeat customers.

Figure 5.16 Nepal Population by Age Group (Source: Central Intelligence

Agency)
Technological
The importance of technology in our daily lives is undeniable; similarly, the
importance of technology cannot be denied in hospitality sector. In this industry, social
media is a new and rapidly growing platform to stand out from the crowd and there is
a scope of reaching out to the maximum number of people with minimum effort.
Restaurants have likewise received advanced innovation helping them to get and remain
associated with their clients. Numerous sites and applications committed to the eatery
 40

benefit have been propelled as of late. In today’s context, maximum restaurants are
using social media as a promotional tool to sell their products and Tapari restaurant
plans to do the same as well. Tapari also will develop a website and give the details of
the food products and mention any specialty, to obtain the attention of potential
customers. Customers can give orders online and the restaurant staff will provide
customers ordered item products to their homes in short time. Tapari will also be a
member of Foodmandu, which is nowadays a popular delivery service company in
Nepal.
A branch of the business has been the ascent of espresso culture alongside a bistro
feel, profoundly unmistakable in the quantity of high-tech espresso making machines
in restaurants. As far as receiving new innovation, Tapari will essentially embrace the
progressions when they arrive.

Environmental
The environmental issues are currently becoming serious and it is extraordinary
worry for the air. The majority of the organizations are pretty much commitment in the
natural issues and businessmen must be able to watchful of these ecological danger and
attempt to keep away from them by taking after the government approaches in regards
to environmental protection. There have been establishment of environmental pressure
groups, noise control, regulations on waste control and disposal. Tapari will make sure
to manage their waste management properly and try to add to environmental protection
by following rules and regulations. Natural disaster like earthquake, which is frequent
in Nepal as it falls under the earthquake zone, can also hamper the business if there is
a big one like in 2015.

Legal
There are different government organizations, which are working for the
general supply and nature of food items. They have executed some particular standards
and directions to control the supply and arrangement of food items in the market. The
restaurants need to confront the directions to control the supply and arrangement of
food items in the market. The restaurants need to confront the controls about food as
well as wages and welfare of their employees. They need to take after every one of
 41

these principles so they can make the legal environment in the particular zone. They
need to keep the nature of their food high, which can be stimulating for the general
population and deal with the welfare of their workers. Number of legal changes has
been made recently like minimum wage, employment laws, tax laws and recycling.
Tapari will make sure to follow each and every legal rules and regulations set by the
government. As it doesn’t want bad publicity or license cancelled by breaking the rules
and regulations.
Maintaining quality has been a major problem in restaurant industry as
government doesn’t waiver custom duty facilities to restaurants while importing
necessary equipment like they do to big hotels and that’s becoming one of the main
reasons not being able to maintain the standards. All restaurants ought to go under the
assessment framework. At present, the administration requires a 13 percent VAT on the
services the restaurants give to their visitors. Anyhow, just a couple of restaurants have
been paying VAT all the time and countless don't pay. (Krishana Prasain, 2017)
 42

Figure 5.17 PESTLE Impact Map

 43

5.8.2 Porter’s Five Forces

Threat Of
New
Entrants
(HIGH)

Bargining Bargaining
Power of Power Of
Customers Supplier
(HIGH) (LOW)
Porter's
Forces

Rivalry
Among Threat Of
Existing Substitutes
Firms (HIGH)
(HIGH)

Figure 5.18 Porter’s Five Forces Analysis

Threat of New Entrants (HIGH)

The fast food restaurant industry in Nepal is dominated by a number of
international Fast food chains and local fast food restaurants. Since the restaurant is a
local traditional fast food, which means will have to compete with local fast food
restaurant. They have already established and have a good brand value, boasting strong
customer loyalty and recognition including consistent quality and service. New players
will struggle to compete with current brands as their brands are unknown and
advertising campaigns are expensive. Established restaurants have the resources to
retaliate aggressively through pricing, promotions, preventing new players from
entering the marketplace. New entrants need economies of scale, which existing brands
have created after some time, and use to stay focused in this low-edge, high-turnover
industry. Be that as it may, online networking sites have leveled.
 44

The playing field as far as advertising interchanges; they enable firms to productively
convey their message reasonably. Beginning capital expense and settled expenses are
low, reassuring new entrants. New entrants can affect Restaurant’s market share.
This component of the Five Forces analysis refers to the impacts of new players on
existing firms. In restaurant industry case, the direct danger of new entry depends on
the following external factors:
1) Low Switching costs – Consumers can without much of a stretch move from
one restaurant towards new restaurants.
2) Moderate capital cost – The direct capital expense of setting up another
restaurant makes it reasonably simple for little or medium – sized firms to
influence the current restaurants. Capital requirements will control the
development of new, national contenders, yet is not a significant barrier to
private startups.
3) High cost of brand development – It is costly to assemble a solid brand that
could match with the already established restaurant, which has a strong brand
image.
4) Economies of Scale – the firms in the fast food restaurant class do see a few
points of interest to economies of scale, yet these preferences are undermined
by the ease of making a quick service restaurant. The absorption of the industry
is likewise a tremendous limiter of how much favorable position can be
achieved by economies of scale. Speedy and solid channels are basic among all
organizations in the business; they are not really troublesome for new comers
to accomplish, in any case. Additionally the economies of scale enjoyed by huge
firms are not all that good as to close out smaller competitors.
5) Product Differentiation – while separation is a substantial and vital cost for the
vast fast food chains in the business, it is not troublesome for private new
businesses to overcome and therefore not an important obstacle to barrier to
entry.
6) Cost Disadvantages – these worries stem form the fact that "established
organizations as of now have item innovation, access to crude materials,
positive locales, favorable circumstances as government endowments and
experience” (referenceforbusiness.com). The extreme involvement and
 45

closeness in item offering make convenient locations essential for fast food
restaurants large and little. This is a significant barrier to entry.
7) Government Regulation – is more concentrated for the bigger firms that need to
manage franchising regulations. Smaller foundations are liable to the standard
cluster of government controls including: zoning, health, security, sanitation,
and building. These are standard for any new business and in this manner, don't
pose significant threat to new comers.
Due to the lack of any of the barriers to entry being so significant as to frustrate the
majority of private startups, therefore the threat of new entrants is moderate - high.

Bargaining Power of Buyer (HIGH)

Bargaining power of buyer is additionally one of the strengths that decide the
aggressive status of a firm. Buyers can influence a firm through their capacity to
constrain down costs or anticipating higher quality or more administrations. A buyer
can be effective in the market if there are a great deal of firms in the market offering
substitute items, a buyer can possibly deliver the item itself, and the purchaser is the
greatest shopper of a firm and etc. On the off chance that the buyer turns out to be
effective, the organizations will have less competitive power.
The fast food restaurant industry being exceptionally consumer driven business,
so fundamentally the consumers are mainly the Nepali citizens who might come into
eat. The bargaining power with the buyers are less in the fast food restaurant business
because of alternate contenders being exceedingly present in number, so the consumers
has a decision of eating in a few different fast food as indicated by their fondness.
Customers have admittance to and can assess the market data like the request, costs
freely so they have more bargaining power than this has. Bargaining power of
consumers will be high if there is more restaurants and competitors therefore it all
depends on location. Some places may might just have few fast food restaurants
whereas in some places there might be many. This means that they will be more
competitors within a tourist hotspot like in Kathmandu and Pokhara, so the bargaining
power of customer will be higher in these places because they will be able to do
comparison and restaurants can offer prices, promotion or other way to attract customer.
 46

The market's aggressiveness expands buyer power and consumers are value delicate
with no exchanging fetched between suppliers.
This component of the Five Forces analysis manages the impact and requests of
customers. For fast food restaurant industry case, the accompanying are the outside
components that add to the solid bargaining power of buyers:
1) Target many segments – key players make efforts to decrease customer’s
control, offering an item range, which provides food for the whole demographic,
instead of one particular section.
2) Low switching cost – in view of the simplicity of changing from one restaurant
then onto the next (low switching costs), consumers can without much of a
stretch force their requests.
3) Large number of providers – in connection, as a result of market capacity,
consumers can look over many fast food restaurants other than the same one
that they are usually going. It depends on their mood of wanting to eat
something different or trying out some different new place.
4) High availability of substitutes – likewise, there are many substitutes. These
substitutes incorporate food outlets, high quality bread shops, and additionally
foods that one could cook at home.
The bargaining power of buyer is high. Although this could be lifted by expanding their
faithfulness to the restaurant by providing healthy delicious food and atmosphere which
would likewise improve the characteristic. So, the restaurant should create strategies to
build strong loyalty.

Bargaining Power of Suppliers (LOW)

Bargaining Power of Suppliers additionally decide the focused status of a firm.
Supplier can influence the business through their capacity to raise costs or diminish the
nature of products and facilities. A supplier can be intense in the market if there are
fewer suppliers in the market, the item or services it supplies are one of a kind, there
are very little substitutes in the market and so on. If the supplier turns out to be
dominant, the buyers should pay a great deal more cost for an item or service.
Since Suppliers in a fast food restaurant business especially dons a key
involvement part, in this way it is very required to have a reasonable negotiating to
 47

achieve them beforehand. Here bargaining power of suppliers is not that strong because
of different aspects initially right of the accessibility of incalculable wholesale food
suppliers in the country, furthermore since there are not such rare raw materials required
which is less accessible in market that prompts our power of switching between
suppliers much effortlessly if not invested in an. Subsequently, the suppliers
additionally don't depend just on a sole business so they have some bargaining power
for themselves.
This component of the Five Forces analysis explains the effect of suppliers on firms.
For fast food restaurant industry case, the weak bargaining power of supplier depends
on the following external components:
1) Large number of providers – the large population of suppliers hampers the
impact of individual suppliers.
2) High general supply – the relative wealth of materials like flour, meat and so on
diminishes suppliers’ impact in fast food restaurant business.
3) Vast number of suppliers – to look over and select, the suppliers can be switched
easily. This extremely constrains the bargaining power of suppliers. The
bargaining Power of Suppliers (Low).

Threat of Substitutes (HIGH)

A substitute item is an item that appears to not the same as a specific item
however can fulfill an indistinguishable need from the other item. As indicated by
Porter, "Substitutes restrain the potential returns of an industry by setting a roof on the
costs firms in the business can beneficially charge”. The risk of substitutes is one of the
elements that assistance in deciding the competitive status of the firm.
With such a large number of restaurants entering the business in Nepal, and low
switching cost and comparable sort of products and more beneficial alternatives
expands the risk of substitutes. Substitutes are promptly accessible: food can be
obtained any place, through foodservice or retail. Consumers can cook at home
efficiently, yet this does not have the convenience component which individuals require
these days. Ready – meals are more considerable danger, challenging with fast food on
cost and also comfort. With many separated players and changing service offerings,
customers can choose the best value alternative. Some of the times this can be lessened
 48

by staying closely in tune with the target customer's preferences and furthermore
creating a brand is very commanding.
Substitutes are a critical worry for fast food restaurant. This component of the Five
Forces analysis the potential impacts of substitutes on firm development. For fast food
restaurant industry case, the following external variables make the threat of substitution
a solid constrain:
1) High substitute availability
2) Low switching costs
With low switching costs, similar products, and healthier options, the threat of
substitutes is high.

Rivalry Among Existing Firms (High)

Rivalry exists among firms when at least two or more than two firms offer a similar
item or the items that can substitute each other. Level of rivalry among firms is dictated
by the competitive power of the firm, the level of market, exit barriers in the market
and so on. It additionally decides the competitive status of a specific firm in the market.
Since the restaurant businesses have come to some purpose of capacity and the products
to be sold are not one of a kind or homogeneous, there are odds of exceptional
competition among firms. Likewise, the liquidation of business in this industry may
yield a misfortune when there are substantial ventures included so as opposed to leaving
from the business the competitors make a decent attempt to pay for the offices and may
turn to outrageous techniques for rivalry.
This component of the Five Forces analysis handles the impact of competing firms
in the business condition. For fast food restaurant industry case, shows that competition
is among the most significant external forces on the business.
1) High number of firms – this industry has many firms of different sizes such as
international food chains or local fast food restaurants.
2) High aggressiveness of firms – medium and large firms aggressively market
their products.
3) Low switching costs – customers experience low switching cost so they can
easily transfer to other restaurants.
 49

The fast food restaurant industry competes for market share in a market. Growth is
very slow unless you offer something different from existing restaurants due to high
number of firms and low switching cost. This leads to high rivalry among firms.

Figure 5.19 Porter’s Five Forces Analysis

 50

CHAPTER 6

STRATEIC IMPLEMENTATION
6.1 Competitive advantage
- Location is closer to the target market.
- Tapari remarkable plunging sauces mix for traditional taste and global into one
combination formula for the unique sauce.
- Excited and agreeable staff.
- Varieties of Momos Under one roof.
- No Traditional Fast Food Restaurant in that location.
- Limited menu will help Tapari to be always focused on quality and service.
6.2 Marketing Objectives
- Grabbing attention, creating awareness and giving information about Tapari by 50% of
the target group within 6 months.
- Making 30% of target group the consideration set within 3 months.
- Reach out to 60% of target group through Internet media within six months of launch.
- Creating buzz over social media before 3 months of opening.
- Continuous brand exposure through extensive marketing which will help to increase usage
by 10%.

6.3 Marketing Mix Strategy (7 Ps)

Tapari Restaurant will be positioned to be the quickest service and quality local
food restaurant for both domestic and tourist customers. Tapari’s main focus will be the
right combination of quality, taste, service, and cleanliness at the best and most
competitive price. Below we discuss about the important components of marketing mix.
 51

Figure 6.1 Marketing Mix (7 Ps)

Product/Services
Tapari restaurant will be providing varieties of local Nepali food with a global twist.
The restaurant will not only be limited in providing fast foods but also will aim to
introduce unique drinks to the customers. Tapari will be the only restaurant among all
the competitors, which focuses the entire menu on local fast food, healthy and low-fat
cooking. The service of the restaurant will be quick to meet the target customers without
compromising on quality. A blue print will be prepared to exactly define how the
product is going to be. The product of Tapari will differentiate them form their
competitors. What makes Tapari stand out among competitors is providing many
different flavors of its one core product and by infusing the local taste with a slight twist
of western flavors.
The Menu of Tapari is limited as it cores products are local Nepali fast food. Apart
from that it will also serve food that are popular in Nepal like noodles, fried rice, fries
and obviously hot and cold beverages to enjoy with food. Limited menu will also help
Tapari to maintain its quality and service. Normally restaurant try to put so much in
their menu to attract customers that some products lack quality and the services are not
up the mark. Tapari won’t be making that mistake and will only focus on providing the
best customer satisfaction.
 52

Figure 6.2 Menu

 53

Figure 6.3 Menu

 54

Place
A place where you can target the minimum customers is a wrong location.
That’s why Tapari will be located in Durbar Marg where it can target lots of customers.
Durbar Marg is the perfect location as it is located in the heart of the city. Durbar Marg
is a place where people love to hang around. Durbar Marg has many different brands
of shops, hotels, restaurant, banks and offices. It attracts tourist also as it leads to the
former Royal Palace of Narayanhiti, which is now a museum. Another reason to choose
Durbar Marg is that it is close to Thamel like 10 minutes walk, which is another hot
spot for young people and tourist. Another plus point for Tapari is that no other
restaurant provides local Nepali Fast Food cuisine. Therefore, this is the best location
to attract s many target customers and increase sales.

Figure 6.4 Company’s Location

Price
It is one the most important elements of marketing mix as it the only mix that
generates turnover for the restaurant. While preparing the menu the pricing strategies
that Tapari considered will be Competition pricing, product line pricing and premium
pricing. It will also see to it that it maintains the price rate 10% less than its competitors.
 55

Figure 6.5 Research questioner

In the research, it’s clear that many people don’t want to spend more than NPR 500 for
a meal of this quality. So, if they want to go to a restaurant then a person should be full
under NPR 500. So, keeping that in mind Tapari is going to price its product 10% less
than competitors for products that are usually found in many restaurant and keep high
price for its premium products that are not offered by other restaurants and do
competition pricing in products that are found in some restaurants.

Promotions
Loyalty cards
It will be difficult for any restaurant to survive without its loyal customers. This
card will allow a customer a free meal after visiting a certain amount of times. We will
have a manual card and offer a free meal on 15th purchase made by customer to the
restaurant. This loyalty card will be one of the promotional tools of the restaurant. This
way the restaurant can target more repeat customers and new customers, which is very
essential for a service industry. It will also help the restaurant with positive word of
mouth and they can refer to their friends and families.

Social Media
Social Media as a marketing strategy is an integral part in today’s world. Today,
one of the most characteristic traits of both social media, and its users, is its fast-moving
 56

nature. Using this source as a promotional tool we will be able to reach a large audience.
The restaurant will have a strong media presence by interacting with the customers
online and also getting feedback and reviews from them. Facebook/Instagram/Twitter
page will be opened in name of the restaurant to give information’s about special items,
discounts, and new dishes and promote its own news accolades. This will help Tapari
to reach and communicate with customers, and can also lead to expanding customer
base. Social media is a free and a very powerful tool that can reach to the maximum
people and Tapari will take full advantage of it.

Collaboration with online food delivery

Gone are the days when you had to fight through traffic and drive up to the
restaurant just to satisfy your cravings. Tapari will team up with foodmandu, which is
an online service through which you can order food, so that wherever and whenever
anyone gets one of those annoying cravings, they can go online and order any of our
dishes from the comfort and convenience of their home or office.
Event
Tapari will take part in event momofest, which is held every once a year. This
will not only help to promote but will also help in increase sale.

Multi Media
Electronic & Audio Visual and multimedia mechanisms will be included as
marketing and sales promotional tools. These strategies are required to create awareness
of the brand among the consumers. Such advertisement about the restaurant will be
played on cinema halls and ads on mobile apps.
People
People will define a service so for a restaurant the chef and the service staff will
define. That’s why Tapari will get their staff trained with the focus of customer
satisfaction in interpersonal skills and customer service. The staff at Tapari will be
efficiently and well trained to serve the customers in best possible way. By this way
Tapari can feel recognition to show that their staff is better and can also distinguish
form their competitors. This can also be the USP in case of services.
 57

Figure 6.6 Research questioner

In research, it is found that most people find social media to search for new restaurants
and promotions. So Tapari will mainly be using Social Media as their most important
promotion tool and will always be active.

Table 6.1 Marketing activity plan

 58

Process
Tapari has confidence on their processes that’s why they will be able to provide
quick services without the loss in quality. Tapari will see to it that the product they
deliver will be of high standard of freshness and cleanliness because it is of upmost
important for any service industry. Tapari will have a blue print where the company
defines exactly what should be the process of product reaching the customer.

Figure 6.7 Process flow chart

Physical Evidence
This is the very important element these days. A restaurant which only has
chairs and tables and good food or a restaurant which has ambient lighting, nice music,
good comfortable seating arrangement, attractive ambience and also serve good food.
Which one you will prefer obviously the nice ambience one. That’s what Tapari is going
to focus on. It will see it to that the seats are comfortable with nice ambience with some
nice Nepali theme design. Tapari will have all facilities that a restaurant should have.
The staffs will be well and neatly dressed and will always use gloves and hair cap to
cook and serve food.
 59

Figure 6.8 Physical Evidence of Tapari

Figure 6.9 Physical Evidence of Tapari

 60

CHAPTER 7

FINANCIAL PLAN

7.1 Financial Assumptions

- The Restaurant operates 360 days a year.
- COGS are assured to be 55% of total sales.
- Administration expenses are assumed to be 5% of sales.
- Sales revenue and expenses is assumed to increase by 10% every year.
- Utility expense is assumed to be 2% of total sales.
- Repair and maintenance is assumed to be 2% of total asset.
- Depreciation is calculated on straight-line basis.
- Inventory days assumed to be 7 days, sundry debtors are assumed to be 60 days and sundry
creditors is assumed to be 15 days
- Insurance is assumed to be 2% of sales.

7.2 Source of Fund

The fund will be raised from the owner’s bank ac, which will be converted to
equity at the inception of the business. As debt is not used as a source of fund it will
reduce the gearing level and risk of the company. Also, additional costs such as interest
paid on loan is saved.

Table 7.1 Source of Fund

Source of Fund Amount in NPR

Equity from Owners

Mr. Nikhil Shrestha 1,875,000

Ms. Shreeya Shrestha 1,875,000

Ms. Shilpa Shrestha 1,875,000

Mr. Gaurav Shrestha 1,875,000

 61

Total equity financing NPR 7,500,000

7.3 Start Up Plan

Table 7.2 Start Up Plan

Figure 7.1 Start Up plan

 62

7.4 Salaries and wages

Table 7.3 Salaries and wages

Figure 7.2 Salaries and Wages

 63

7.5 Fixed Operating expenses

Table 7.4 Fixed operating expenses (Amount in NPR)

Figure 7.3 Fixed operating expenses

 64

7.6 Projected Sales Forecast for Momos and Newari Pizza

Table 7.5 Projected Sales Forecast for Momos and Newari Pizza (Amount in NPR)
 65

7.7 Projected Sales Forecast for Other food items and Drinks
Table 7.6 Projected Sales Forecast for Other food items and Drinks (Amount in
NPR)

Figure 7.4 Item wise sales

 66

7.8 Projected Income Statement – Year One

Table 7.7 Projected Income Statement – Year one

 67

7.9 Projected Cash Flow Statement – Year One

Table 7.8 Projected cash flow statements – Year one (Amount in NPR)

7.10 Balance Sheet – Year One

Table 7.9 Balance Sheet – Year one (Amount in NPR)
 68

7.11 Projected Income Statement – Year Two

Table 7.10 Projected income statement – Year two (Amount in NPR)
 69

7.12 Projected Cash Flow Statement – Year two

Table 7.11 Projected cash flow statement – Year two (Amount in NPR)

7.13 Balance Sheet – Year two

Table 7.12 Balance sheet – Year two (Amount in NPR)
 70

7.14 Projected Income Statement – Year Three

Table 7.13 Projected income statement – Year three (Amount in NPR)
 71

7.15 Projected Cash Flow Statement – Year Three

Table 7.14 Projected cash flow statement – Year three (Amount in NPR)

7.16 Balance Sheet – Year Three

Table 7.15 Balance sheet – Year three (Amount in NPR)
 72

7.17 Year End Summary

Table 7.16 Year-end summary (Amount in NPR)
 73

Figure 7.5 Year-end summary

7.18 Financial Ratio

Table7.17 Financial ratio

 74

7.19 Break Even Analysis

Table 7.18 Break-even analysis

 75

CHAPTER 8

REFLECTIVE STATEMENT

This business plan of Tapari restaurant has covered mostly everything that is
required for Independent Study (IS), which is financial plan, marketing strategies,
operation plan, market assessment and furthermore different attain abilities that need to
begin and keep up the business.
The consumer trend has changed drastically. Today it’s not just about eating it’s
spending the hard-earned money for comfort and taste. The concept of eating or dinning
outside has grown so much that it has adapted an industry that is loud and clear about
its presence and identity. That’s why I feel like opening the restaurant business. I want
to get in and build a strong brand image before its too late. It is difficult to find and ask
people what they like, what they prefer to eat, how much they want to spend. So I have
done the market research in a way of research questionnaire, observations and expected
that the answers that I might get would support my secondary data.
I think this business is feasible because after the end of insurgency era and
formulation of constitution for federal republic nation the investment climate has
improved. There is rise in income level of richest households in Kathmandu valley and
two third of the top 20% richest households resides in Kathmandu valley. The
increasing spending power means more consumption and increase in expenditure on
leisure and recreation. The restaurant is also going to open in an ideal location where
it is going to provide cuisine that no other restaurant is providing in that location.
If I had more time then I would have expected more questioner survey feedback.
I would have also improved my financial part as I have assumed a lot of things in
financial part so that I could have provided more information to support my
assumptions to make it as realistic as possible. I would have liked to do more research
and get as many information as possible about the market and its trends.

REFERENCES
 76

Adamkasi. (2016, 11 3). PESTEL-PESTLE Analysis of Restaurant Industry. Retrieved

5 15, 2017, from freepestelanalysis: http://freepestelanalysis.com/pestel-
pestle-analysis-of-restaurant-industry/
ADHIKARI, D. (2016, 12 2016). The fast food frontier. Retrieved 5 26, 2017, from
himalmag: http://himalmag.com/the-fast-food-frontier/
Bhattarai, K. D. (2016, 7 26). Nepal's Unending Political Instability. Retrieved 5 16,
2017, from thediplomat: http://thediplomat.com/2016/07/nepals-unending-
political-instability/
Boss Nepal. (n.d.). Popularity of Street Food in Nepal. Retrieved 5 25, 2017, from
bossnepal: http://bossnepal.com/popularity-of-street-food-in-nepal/
Business Standard. (2017, 3 292). business-standard. Retrieved 5 11, 2017, from
Nepal's economy to grow 6.2%: http://www.business-
standard.com/article/news-ians/nepal-s-economy-to-grow-6-2-
117032900117_1.html
ECSNEPAL. (2013, 1 7). What's Nepali Now . Retrieved 5 17, 2017, from
ecs.com.np: http://ecs.com.np/features/whats-nepali-now
Kathmandu Post. (2017, 2 18). Inflation hits 12-yr low of 3.2pc in Jan. Retrieved 5
11, 2017, from kathmandupost.ekantipur:
http://kathmandupost.ekantipur.com/news/2017-02-18/inflation-hits-12-yr-
low-of-32pc-in-jan.html
KHAREL, U. (2015, 10 27). Why fast food? Retrieved 5 14, 2017, from
thehimalayantimes: https://thehimalayantimes.com/opinion/why-fast-food/
Market Research Reports. (2017). Nepal. Retrieved 5 23, 2017, from
marketresearchreports: http://www.marketresearchreports.com/countries/nepal
MATHEMA, P. (2008, 8 14). Slow interest in fast food. Retrieved 5 27, 2017, from
nepalitimes: http://nepalitimes.com/news.php?id=15115#.WTO7JzOB1E5
My Republica. (2016, 7 19). Nepal's inflation highest in South Asia. Retrieved 5 11,
2017, from myrepublica: http://www.myrepublica.com/news/2273/

REFERENCES (Cont.)
 77

Neo. (2015, 9 20). Statistics: How Does A Single Day of 'Bandh' Affect Nepal?
Retrieved 5 12, 2017, from neostuffs: http://neostuffs.com/2015/09/statistics-
how-does-a-single-day-of-bandh-affects-nepal/
New Business Age. (2013, 6 30). Revisiting Nepali Consumers: Facts, Trends &
Business Impacts. Retrieved 5 20, 2017, from newbusinessage:
http://www.newbusinessage.com/MagazineArticles/view/100
Pangeni, R. (2017, 5 3). Will every Nepali earn Rs 515,000 a year by 2027? Retrieved
5 17, 2017, from myrepublica: http://www.myrepublica.com/news/19345/
PRASAIN, K. (2017, 3 23). Restaurants : High Hopes, Big Challenges. Retrieved 5
15, 2017, from newbusinessage:
http://www.newbusinessage.com/MagazineArticles/view/1730
Press, W. (2012). Fast-food Industry. Retrieved 5 28, 2017, from angelajohndotme:
https://angelajohndotme.files.wordpress.com/2012/10/fast-food-industry.pdf
REBAN. (n.d.). rebannepal. Retrieved 5 13, 2017, from REBAN:
http://www.rebannepal.com/team/kathmandu
Sapkota, C. (2015, 5 22). Updated economic outlook following Nepal’s earthquake –
prices, trade, budget. Retrieved 5 15, 2017, from blogs.adb.org:
https://blogs.adb.org/blog/updated-economic-outlook-following-nepal-s-
earthquake-prices-trade-budget
Sapkota, S. (2015, 8 20). Three years of bandhs in five years! Retrieved 5 15, 2017,
from econitynepal: http://econitynepal.com/author/sarita/
Statistics, C. B. (2011). NEPAL LIVING STANDARDS SURVEY 2010/11. Retrieved 5
10, 2017, from cbs.gov.np:
http://cbs.gov.np/image/data/Surveys/Nepal%20Living%20Standard%20Surve
y%202010_11-English/Statistical_Report_Vol1.pdf
The Kathmandu Post. (2016, 5 20162). 42 percent population lives in urban centres:
Economic survey. Retrieved 5 10, 2017, from kathmandupost.ekantipur:
http://kathmandupost.ekantipur.com/news/2016-05-28/42-percent-population-
lives-in-urban-centres-economic-survey.html
REFERENCES (Cont.)
 78

The World Bank. (2017, 4 13). Overview. Retrieved 5 22, 2017, from worldbank:
http://www.worldbank.org/en/country/nepal/overview
Tradingeconomics. (2017). Ease of Doing Business in Nepal. Retrieved 5 30, 2017,
from tradingeconomics: https://tradingeconomics.com/nepal/ease-of-doing-
business
Tradingeconomics. (2017). Nepal Corruption Rank. Retrieved 5 30, 017, from
tradingeconomics: https://tradingeconomics.com/nepal/corruption-rank
Tradingeconomics. (2017). Nepal GDP. Retrieved 5 30, 2017, from
tradingeconomics: https://tradingeconomics.com/nepal/gdp
Travel Nepal. (2012, 7 19). Eating habits in Kathmandu. Retrieved 5 25, 2017, from
travelnepalmag: http://travelnepalmag.blogspot.com/2012/07/eating-habits-in-
kathmandu.html
 79

APPENDIX A
SURVEY QUESTIONNAIRE
 80

Questionnaire
81
82
 83

APPENDIX B
RESPONSES
 84

Responses
85
86
87
88
 89

BIOGRAPHY

NAME Nikhil Shrestha

DATE OF BIRTH 10th November 1990

EDUCATION
2016 Master of Business Administration
Stamford International University
Bangkok Campus

2014 Bachelor in Business Administration

London Metropolitan University

NATIONALITY Nepalese

HOME ADDRESS Ratopul – 9, Kathmandu, Nepal

EMPLOYMENT ADDRESS -

POSITION -

EMAIL ADDRESS Nikhil.stha23@gmail.com