Business plan On

Salt & Pepper

Restaurant














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INDEX

1. Executive Summary.....3
2. Company Description..6
3. Products & Services........7
4. Marketing Mix Strategies10
5. Market Research & Competition....13
6. Management Plan......15
7. Operational Plan.17
8. Financial Plan.19
9. Risk Factors..21




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1. Executive Summary
Salt & Pepper Restaurant is an eating establishment focusing on healthy, nutritious, and fast food
to the college area in Mumbai. The Salt & Pepper Restaurant will be an upscale specializing in a
combination of fast hot or cold sandwiches and salads plus specific recipes focusing on the
healthy and nutrious food. Based on this distinct menu, Salt & Pepper Restaurant will follow a
differentiation strategy that will provide unique, or hard to find choices to healthy food patrons.
The keys to success for Salt & Pepper restaurant will be repeat business, an excellent location
convenient to downtown businesses and its unique cuisine The company will be a owned by me
and will be providing capital investment and there will be an additional raised in short term loan.
Entering into this market will be easy; the industry is not highly competitive, with periodic
overcapacity, high margins, and low entry/exit barriers. In addition, there is a large number of
substitutes, and the suppliers to this market have a great deal of power. In order to overcome
these issues, the company has acquired an excellent locality in the downtown area and intends to
provide a suitably upscale environment to draw in the company's main target market segment,
the business professionals, college students and the families with their children who come for
having healthy dinner. The company will seek to provide these customers with the maximum
number of services to create the greatest sales volume during the company's peak hours of
operation. The company will have a comprehensive marketing, advertising, and promotion
campaign that will maximize word-of-mouth marketing and will consist of radio, printed
material, billboards and discounts. The company has planned to offer its products at a slightly
higher price than that of its Competitors. This is to provide credibility to its clients as an upscale
establishment that provides a unique menu. This will also provide the funds to cover the higher
than expected operating costs due to the differentiated and expanded menu. It is estimated that
Business plan On Salt & Pepper Restaurant, the company will earn revenues of approximately by
year three, and maintain a healthy cash flow.
1.1 Objectives Salt & Pepper Restaurant seeks to achieve the following goals:
Cash flow self sufficiency by the end of the first year.
Repay debt from original financing by the end of the coming year.
Provide an income for founder-owner with income growth possibilities.
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Becoming profitable in 2rd year, better profits on sales by year three.
1.2 Mission "Our restaurant will be a place where people come to relax, have a good time, and
enjoy a great meal. From the moment our customers walk in the door, they are greeted by a
warm atmosphere, subtle music, and friendly and courteous staff.
Our goal is to give our customers total satisfaction and exceed their expectations through:
Commitment to the continuous development and training of our staff Good corporate
citizenship and supporting the development of the society and community Commitment to our
Vision

1.3 Vision Salt & Pepper Restaurant Vision is to remain the leading fast food restaurant in
Mumbai, by delivering total customer satisfaction through: Quality Service Cleanliness
Value by the development, contribution & commitment of our staff.

1.4 Salt & Pepper restaurant Core Values
Dream Big: We believe in the unlimited potential that lies within all people and are
committed to providing opportunities for people to achieve their dreams

Work Hard: We believe that hard work and front-end effort are prerequisites for success
Get It Done: We believe that achieving positive results is the key to continued success for
everyone

Play Fair: We believe that winning teams play by the Golden Rule. We treat our customers,
business partners and teams as they want to be treatedwith respect.

Have Fun: We believe that life is meant to be enjoyed. Success comes more quickly by
having fun while working toward our objectives

Make A Difference: We believe that as a company and as individuals we have the
responsibility to improve the quality of life for our employees and communities. Keys to
Success The keys to success in this business are:
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1. Product quality: Food, coffee-based beverages, and entertainment are our products. They
must be of the high quality and value.
2. Service: Our patrons are paying to have a good time. Their experience will suffer if service
is not of the highest caliber. Each member of the staff will be courteous, efficient, and
attentive.
3. Marketing: We will need to target our audience early and often.
4. Management: We will need to have a firm grasp on food, beverage, and labor costs. The
dining/entertainment/coffeehouse experience must be delivered in a fashion that will not only
inspire repeat business, but encourage word-of-mouth recommendations to others. Proper
inventory, employee management, and quality control is key.

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2. Company description
Though the future looks bright for the food-service industry overall, there are no guarantees in
this business. Even the most successful operators will tell you this isn't a "get rich quick"
industry. It's more like a "work hard and make a living" industry. The name of my restaurant will
be Salt & Pepper Restaurant, which means that we will serve healthy food. It has been formed as
sole proprietorship firm. In which I would be the owner. Restaurants are classified into three
primary categories: quick-service, midscale and upscale. Restaurant service style would be:
Restaurants are classified into three primary categories: quick-service, midscale and upscale. My
service style will be Quick-service restaurants are also known as fast-food restaurants. These
establishments offer limited menus of items that are prepared quickly and sold for a relatively
low price. In addition to very casual dining areas, they typically offer drive-thru windows and
take-out service. When people think of fast-food restaurants, they often think of hamburgers and
French fries, but establishments in this category also serve salads, hot dogs, sandwiches, pizza,
salad with dressing on the side or fat free salad dressing, Fruit or fruit and yogurt i.e. Lassi, Fat
free / low fat milk or water, Whole wheat rolls, Sandwiches, Coffee, Hotdog, Pizza, and the list
goes on.
2.2 Start-up Summary The founders of the company are Miss. Shweta Narkhede and her family
member Mr. Jayant Narkhede will focus on the managerial aspects, customer relationship
management, and financial tasks along with promotional activities and Mr. Monty on the
personnel issues.







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3. Products and Services
The purpose of any food service is to provide nutrition while offering the added benefit of tasting
good. At Salt & Pepper Restaurant, customers will eat traditional favorites without the guilt of
consuming unhealthy and heavy fast food. They will also have the opportunity to sample
authentic, adventurous fare and increase their awareness of different coffee flavors.
Selecting a Food Concept
Restaurant patrons want to be delighted with their dining experience, but they don't necessarily
want to be surprised. If you're anticipating a family-style steakhouse (based on the name or the
dcor of the establishment), but you find yourself in a more formal environment with a
bewildering--and pricey--gourmet menu, the surprise may keep you from enjoying the restaurant.
Concepts will help my restaurant give a way to let patrons know in advance what to expect and
also to provide some structure for their operation. Sandwich Shop: One reason sandwich shops
are so successful is that they enjoy high profit margins. Sandwich shops can also change their
menus quickly and easily to adapt to current tastes. For example, with the growing interest in
health and nutrition in the India, sandwich shops have started offering more low-fat, healthy
ingredients in their sandwiches, salads and other menu items. In addition, many sandwich shops
have been able to keep up with workers who eat at their workplaces by adding delivery and
catering to their sit-down and take-out operations. Sandwich shops can be differentiated by the
foods they serve. Most sandwich shops serve only sandwiches, possibly with some side dishes or
desserts. A delicatessen usually offers a more extensive menu, including sandwiches, prepared
meats, smoked fish, cheeses, salads, relishes and various hot entrees.


Coffeehouse: With more than 400 billion cups consumed every year, coffee is the world's most
popular beverage. But beyond the beverage itself, people frequent coffeehouses and espresso
bars for a variety of reasons: to meet with friends, for a quick lunch and a drink to perk up the
afternoon, or simply to start off each morning with a great cup of coffee to start off each
morning. Most successful coffeehouses have heavy foot traffic and high-volume sales. The
majority will serve up to 500 customers per day and manage up to five customer turnovers
during the lunch hour, despite having limited floor space and modest seating capacity. Profit
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margins for coffee and espresso drinks are extremely high--after all, we're dealing with a product
that's more than 95 percent water. Features and Benefits The food at Salt & Pepper Restaurant
offers several unique benefits to the consumer. It will satisfy customers craving for a tasty and
fast meal while meeting rising expectations for healthy alternatives. The food will be fresh, made
to order, and low fat. Fresh fruits and vegetables increase flavor while lowering calories. Healthy
Health Restaurant will offer Salads dressing, yogurt and different coffee ranges that are just as
easy to eat on the go as fast-food hamburgers with less than half the fat. We also provide with
some fast foods and some fixed meals for student as we are in location advantage of attracting lot
of student. Product/Service Limitations Perishability of inventory is the major product limitation.
Care must be taken to order proper amounts and use fresh foods immediately. The format of
three to five changing entrees per evening will help mitigate this liability. Menus can be adjusted
based on ingredient availability. Product/Service Liability Salt & Pepper Restaurant faces two
major areas of costly liability.


Food poisoning is a real threat. The resulting medical costs and possible punitive damages can
significantly affect the bottom line. Worse yet is the bad word of mouth resulting from such an
incident. Safe food handling and employee sanitation must be constantly monitored. Proper
training is essential. Along with proper training and systems, adequate insurance will be
purchased. Facilities An existing restaurant-equipped building with adequate parking is being
leased. Few modifications are necessary and most are cosmetic in nature. The building is 5000
square feet with a dining area of 1000 square feet enough to comfortably seat 50 patrons.
Suppliers All the major food distributors in the region make regular deliveries to local grocers
and restaurants. Negotiations are well under way with LOCAL dealers to deliver staples and
seasonal produce. Specialty items will be purchased from National Foods Agency at least twice a
week. Numerous other suppliers can be used if delivery issues arise. Local farmers markets will
also be a source for fresh ingredients. Target Market: No single food-service operation has
universal appeal. This is a fact that many newer entrepreneurs have trouble accepting, but the
reality is that you will never capture 100 percent of the market. When you try to please everyone,
you end up pleasing no one. So focus on the 5 or 10 percent of the market that you can get, and
forget about the rest. With that said who is eating at restaurants? Our target market consists of
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college students, athletes, and families with children; they will be looking for healthy,
inexpensive, and filling food. Primary market being college students. Secondary market being
the parents with their children who want healthy food.




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4. Marketing Mix Strategies
Our Vision is for you to achieve a health nirvana every time you step into The Salt & Pepper.
Marketing Programme Promotional and Positioning Strategy The slogan for our restaurant is
Salt & Pepper, a place to acquire a healthy life at a livable price. Our slogan reflects our
difference because while most establishments offer healthy choices on their menu, our entire
menu is researched to be a healthy choice. Good health connotes a long life, and our customers
can live well at our affordable prices. This is what separates us from our competitors.
Marketing Mix The four strategies of the marketing mix (product, price, promotion and place)
are interconnected. Action in one affects decisions in another. The order of dealing with each can
vary, i.e. place can occur before promotion, etc. But first, the target population must be defined
and then the strategies are directed toward this target population (market).
1- Product (the food items that are served at a restaurant) Product needs to be different, better,
more dazzling than what is offered by the big food suppliers. Most restaurants are willing to pay
a price premium for local farm-fresh food, but only if it exceeds the product supply or quality of
what the mainstream vendors offer. So on the product part will be list of different items which
we are going to serve.
Salad with dressing on the side or fat free salad dressing
Fruit or fruit and yogurt i.e. Lassi
South and Punjabi Dishes
Fat free / low fat milk or water
Whole wheat rolls
Sandwiches
Coffee
Hotdog
Pizza
And the list goes on.

2- Place (the restaurant and where it is located) Salt & Pepper will use direct marketing channels
since it deals directly with its consumers. The location we have chosen for our Salt & Pepper
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restaurant is near the MET College campus. This will put the Salt & Pepper near most
classrooms on campus along with near the majority of dorms on campus. Lastly, it will be near
most of the sporting events that will take place on campus, which will help with sales to visitors
of the campus. And it will be also good for the people coming to chawpaty where the family will
be coming with their children. So they may also be created as source of revenue.
3- Price (costs of menu items) We want to convey a message of familiarity, understanding, and
perhaps even friendship through our low prices. During the beginning of our new company, we
will use the markup price strategy. Our skimming price strategy works with our target market
mainly, because it is cheap. Therefore, since our target market consists of college students,
athletes, and families with children, they will be looking for healthy, inexpensive, and filling
food.

The Salt & Pepper gives the customer a simple price that is easy on the budget to accommodate a
simple diet that is healthy for your body. If this mission is accomplished, we will be able to build
a strong relationship with our more familiar customers. Accomplishing this will allow our
business to grow. Our markup price strategy works with our target market mainly, because it is
cheap. Therefore, since our target market consists of college students, one who works on his
health and families with children, they will be looking for healthy, inexpensive, and filling food.
It is important that we keep in the same pricing range as our competitors, because if we raise our
prices too high, then we will fail to make sales, but if we reduce our prices too low, then we will
lose money. We will use some of their ideas for discounts such as the punch cards. The punch
cards really attract customers, since they know that one day after buying nine meals; they have a
free meal coming to them. In addition, by using the punch cards, our revenue will dramatically
increase, because those particular people with the cards will still have to buy a certain number of
meals before they receive their free one.
4- Promote (the methods used to let consumers know about the restaurant and what it serves)
The Salt & Pepper will have is the promotional opportunities that will encourage customers to
return. These opportunities include punch cards for a meal on the house after a customers has
purchased ten meals. There will also be a half priced meal if customer brings a friend. Telling a
friend is the strongest mode of advertising there is and The Salt & Pepper will not overlook such
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an influence. Bringing a customer in for the first time is easy but making sure that the customer
will return is the hardest part for any new business.

Opening day is a very important part in our promotional strategy. One promotional objective we
will execute is if a customer brings in a friend, they will receive half-off their price. We will
know if we accomplished this task because our cashiers will decide if the customer receives the
half-off discount. Another objective we will execute is giving out free samples of our food in the
hopes that our customers come back for more and be excited about trying the variety of healthy
dishes. To determine if this is being accomplished, we will be participating, and by actually
giving out the free samples we can research if the demonstrated foods have a higher growth in
sales.


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5. Market Research & Competition
Its very important for any industry to carry out market research in order to serve their clients, in
order to have good name. By conducting a market analysis I will be able to answer questions
such as:
What trends are emerging in the food service industry?
What are the strengths and weaknesses of my competition?
Is my location suitable?
Does my concept fill a niche in the market?
What is the potential number of customers I can serve per year?
Consumers will spend a greater portion of their food rupees away from home;
Competition in the food service industry will be more intense as growth continues;
Major food service chains will increase their shares of both sales and units;
Independent operators will be the main source of new restaurant concepts;
Nutritional concerns will be critical at all types of food service operations; and
Service will become a more important point of differentiation.


Competition Market conditions in my area will have a significant impact on the profitability of
my restaurant. The strength of the local market affects how many customers my restaurant will
serve and the menu prices that my restaurant can charge. Existing market area restaurants can
provide valuable information to help me analyze demand and market opportunities. We can
assess their competitive strengths and weaknesses and learn from their successes and failures.
First, I will identify how many restaurants are in my market area. Then, will identify those
restaurants that appeal to the types of customers (market segments) that I plan to serve. I would
also identify all other restaurants located in my immediate area because they can also impact my
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business. Will be also referring to the Yellow Pages and my local Chamber of Commerce for
listings of area food-service operations. It is also important for me to identify any market area
restaurants that have closed, and for what reasons. Also, learn what new restaurants are planned
for the market area and determine how they might affect mine operation. After identifying my
competition, will visit and evaluate each restaurant. Speak with the manager of each operation, if
possible. Will Use the below competition checklist as a guide for taking notes. After identifying
my competition, visit and evaluate each restaurant. Speak with the manager of each operation, if
possible. Use the competition checklist as a guide for taking notes.


Loyalty: The target market is majorly constructed by the busy customers. They may be loyal to
one food centre. The element of loyalty is the biggest question as the nature and need of
customers / consumers are concerned.
Competitors may arise.
Consumer Behaviour: The low-cultured people may spoil the environment of restaurant.
Again the shops and corporates are very huge market, too potential and are not yet
covered. These people tend to manage third food from tidy and unclean small marts.
First mover advantage: This will be the first its kind of restaurant in this area. There are
many small sandwich corners in the area but there isnt any structured restaurant.
Staff : The tendency of the worker in this industry is to keep on changing the job. Even at
the time of doing the full time job these people may join any contractual labor job and
may remain absent for several days.



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6. Management Plan
Before deciding how to organize an operation, prospective entrepreneurs need to identify the
legal structure that will be best suit the demands of the venture. So the management plan is part
of business plan that describes the ventures form of ownership-that is proprietorship, partnership
and corporation. In my Salt & Pepper restaurant, the method of creation will be sole
proprietorship i.e. will be created by me. So that I can be able to have unlimited liability. But if I
would have any plans for expansion in the future i.e. by opening a branch in other city then
would change my management style to partnership. Legal form of business: Sole proprietorship
Liability: here as we are sole proprietorship there is no distinction between business entity and
the owners. Then, to satisfy any outstanding debt of the business, creditors may squeeze any
assets the owners have outside the business. Cost of starting business: as per the various types of
form of business the least expensive is proprietorship where the only costs incurred may be for
filling for a business or trade name. There are several categories of personnel in the restaurant
business: manager, cooks, servers, busboys, dishwashers. When my restaurant is still new, some
employees' duties may cross over from one category to another. For example, my manager may
double as the host, and servers may also bus tables. I will be sure to hire people who are willing
to be flexible in their duties. My payroll costs, including my own salary and that of your
managers, should be about 24 to 35 percent of my total gross sales. Job Design The primary
responsibilities of each of the roles, in our restaurant shall be as described below:
1. Restaurant Manager: Overall management of the restaurant Supervision of restaurant
Customer management Cash supervision Security concerns to be handled Retention of
talents Growth of the restaurant
2. Serving Waiters: Serving of the dishes on tables Placement of dishes on table
Coordination with the kitchen Effective order handling Serving of dishes
3. Order Taking Waiters: Receiving of orders from customers Allocation of tables to the
serving waiters introducing the different delicacies to the guests tracking loyal and
beneficial customers coordinating with kitchen and serving waiters
4. Chefs and Helper Menu management Preparation of dishes

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When I start out, I'll probably need three cooks--two full times and one part time. Restaurant
workers typically work shifts from 10 a.m. to 4 p.m. or 4 p.m. to closing. But one lead cook may
need to arrive early in the morning to begin preparing soups, bread and other items to be served
that day. One full-time cook should work days, and the other evenings. The part-time cook will
help during peak hours, such as weekend rushes, and can work as a line cook during slower
periods, doing simple preparation. Cooking schools can usually provide me with leads to the best
in the business, but will look around and place newspaper ads before we hire. Customers will
become regulars only if they can expect the best every time they dine at your restaurant. To
provide that, I'll need top-notch cooks and chefs. Salaries for chefs and cooks vary according to
their experience and your menu. Servers: My servers will have the most interaction with
customers, so they need to make a favorable impression and work well under pressure, meeting
the demands of customers at several tables while maintaining a pleasant demeanor. There are
two times of day for wait staff: very slow and very busy. Schedule your employees accordingly.
The lunch rush, for example, starts around 11:30 a.m. and continues until 1:30 or 2 p.m.
Restaurants are often slow again until the dinner crowd arrives around 5:30 to 6 p.m.
Because servers in most establishments earn a good portion of their income from tips, they're
usually paid minimum wage or just slightly more. When my restaurant is new, I may want to hire
only experienced servers so we don't have to provide extensive training. As we become
established, however, we should develop training systems to help both new, inexperienced
employees and veteran servers understand our philosophy and the image we want to project.
Wages and Salaries

Designation No. of employee Rs/person Total
Chef 6 100000 600000
Helpers 15 30000 450000
Waiters 20 10000 200000
Cleaners 8 6000 48000
Managers 8 125000 1000000
Security 6 20000 120000
Drivers 8 15000 120000
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7. Operational Plan
All business manufacturing or non manufacturing should include an operation plans part of
business plan. Here in these section describes the flow of goods and services from production to
the customer. As a service provider I would also need this section in the business plan in order to
explain chronological steps in completing a business transaction. Here in my firm, performance
often depends on location, facility layout and personnel, which can, in, turn affect service quality
(including such factors as reliability, responsiveness and assurance).The process of delivering
this service quality is what distinguishes one new service venture from another and thus needs to
be the focus of operation plan. Operation plan begin by describing the location of my new
venture. Then listing the advantages of the location, listing down the zoning regulations or tax
considerations, access to transportation and whether my suppliers would be conveniently located.
Depending on the location of the business, I will have to file articles of incorporation or
organization. (Approval is quick.) Once established, Ill be able to secure a Sales Tax
Identification Number, which registers my business with the State government. The next step:
more paperwork. First, my physical space will have to meet all the local zoning laws governing
restaurants. Then, once you install all my equipment, I have to pass muster with the local
department of health services or a related restaurant regulation agency. (The governing bureaus
vary state to state.)

In operation plan I need to decide
From whom will merchandise be purchased?
How will the inventory control system operate?
What are the storage needs of the restaurant and how will they be promoted?
How will the goods flow to the customer?
What are the technology utilization requirements to service customers effectively?
These operational analysis guidelines may be used by the manager of a single food service
establishment for self-analysis, or by the unit manager's supervisor. Receiving, Storage, Issuing
and Inventory It is important to control the functions of receiving, storage, issuing and inventory
because of the thousands of money of merchandise involved, to maintain the quality level of
food, to insure that what was ordered was delivered and that what is needed is available. It may
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be that my profit is shrinking at my back door-by pilfering of food, by accepting products below
specifications, by items being short on count or weight and, most often, by paying for items that
did not arrive. One employee will be trained to verify both quantity and quality of food and
supplies received. This employee should have the authority and responsibility for receiving,
storage, and issuing. Procedures must be designed to maintain the quality of the product and to
minimize the loss of food and supplies through spoilage and theft. Foods should be checked for
weight, count, quality, price, and for what was ordered. Extensions on the delivery ticket need to
be checked. Then there will be management schedule unannounced spot-check at the receiving
area to insure that established receiving procedures are followed? Are foods stored immediately
after receipt, stored in the proper place, at the correct temperature, and properly rotated? A
particular individual should be responsible for the merchandise in the storage area and see that
the storage areas are properly secured.

Organizational Structure Followed:



Owner
Finance
Manager
HR
Manager
Operation
Manager
Drivers Security Waiters
Marketing
Manager
Kitchen
Manager
Chef
Helpers
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8. Financial Plan
We will start the Salt & Pepper restaurant with the investment of Rs.50000000 /-.
Our start-up costs come to Rs.5 Crore which is mostly ,expensed equipment, furniture, painting,
reconstruction, rent, start-up labor, working capital, marketing ,personnel, and legal and
consulting costs associated with opening our restaurant.

Startup expenses (in Rs.)
Legal expenses(registration) 100000
Office supplies 50000
Uniform(for chef and waiters) 50000
Rent 1000000
Outdoor patio and garden setting 20000
Furniture-2bigtable,
12medium,8small, 60 chairs, 20
bamboo chairs 500000
Cash register and software 30000
Bathrooms repair(labor/material 150000
Windows repair(material/labor) 50000
Floor and wall coverings 1000000
Paint 100000
Lighting and lamps 50000
Petrol and gas expenses 50000
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Initial supply of food and beverages 1000000
Kitchen supplies and crockeries 250000
Music stereo/ TV 100000
High chair and booster seat-(4+4) 25000
Cleaning 50000
Water tanks 50000
Advertising and promotions 5000000
4 CD DAWN 250000
Generator 5KVa 100000
AC 700000
Balance will be kept as safety reserves.
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9. Risk factors
Every new venture will be faced with some potential hazards, given the particular industry and
competitive environment. So it is important for me as an entrepreneur to make assessment of risk
in the following manner. First to indicate potential risk to the business and the discussion of
might happen if these risks turn into reality. And finally I would suggest a strategy that can be
employed either to prevent, minimize or respond to the risk should they occur A new entry
involves considerable risk for me and my firm. Risk here refers to the probability, and
magnitude, of downside loss, which could result in bankruptcy. The risk of downside loss is
partly derived from my uncertainties over market demand, technological development and the
actions of competitors. While it is true that more restaurants die than live, theres a say that the
ones that die are the ones that never had a chance to survive. Many things can go wrong with a
restaurant. But most of these flaws can be fixed at the planning stage. Overpricing is the number
one killer. The second is poor control and mismanagement. This is why it is important to work
with someone who knows the business and not just team up with a few friends, none of whom
have any idea about running a restaurant, and hire a manager to do it for you. If I would be
taking an existing restaurant format and opening a branch in a different city, then it is most
important for me to understand the demographics of my new customers and price my menu
accordingly. At the most we can use strategies to reduce or some or all of these uncertainties and
there by reduce the risk of downward loss. These strategies depend on me, whether to choice
about which customer group to serve and how to serve them i.e. scope.


As its a new entry into the market I have many risk factors, whether the restaurant will work or
not, so to safe guard myself I would use narrow scope strategy, which would help me form a
specific and small product range to a small number of customers groups in order to satisfy
particular need. And by using these strategies I may also expertise or may not, but would help
me form a particular group. So with these strategy I can reduce the risk associated with
competition and other risk which is associated that market demands does not materializes as
expected or change over the time. With more Indians travelling abroad and sampling
international restaurants and cuisines, they are ready to experiment with their food. All this bodes
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well for the industry and my investment. And If I have a product that scores 7 out of 10, I have a
hit on my hands. "It is like any other business. You have to control your costs and run a tight
operation. If you manage to keep your prices down and your employees' hands off the till, that's
half the battle won."