Multidisciplinary action Project Report

On
“A STUDY ON IMPACT OF RESTAURANT EXPANSION ON BUSINESS
PERFORMANCE”
at
READY PLATTER, VADODARA
Submitted to
Institute Code: 705
Institute Name: C K Shah Vijapurwala Institute of Management

Under the Guidance of

Dr. Mitsu Acharya
(Assistant professor and training & Placement officer)

In partial Fulfilment of the Requirement of the award of the degree of

Master of Business Administration
Offered By
Gujarat Technological University, Ahmadabad

Prepared by:
1. Hitarth Saraviya – 227050592022
2. Patel Reem – 227050592065
3. Shah Jil – 227050592086
4. Shah Shreyanshi – 227050592091
5. Viralkumar Prajapati – 227050592109

MBA (Semester - III)

Year 2023
1
COMPANY CERTIFICATE

2
STUDENTS’ DECLARATION

We hereby declare that the Multidisciplinary Action Project titled “A STUDY ON IMPACT OF RESTAURANT
EXPANSION ON BUSINESS PERFORMANCE” undertaken at Ready platter, Vadodara is a result of our own
work and our indebtedness to other work publications, references, if any, have been duly acknowledged. If
we are found guilty of copying from any other report or published information and showing as our original
work, or extending plagiarism limit, we understand that we shall be liable and punishable by the university,
which may include being declared ‘Fail’ in the MAP examination or any other punishment which the
university may decide.

Enrolment nos. Names Signature

227050592022 Hitarth Saraviya
227050592065 Patel Reem
227050592086 Shah Jil
227050592091 Shah Shreyanshi
227050592109 Viralkumar Prajapati

Place: ……………………………. Date: ………………....

3
CERTIFICATE OF EXAMINER
This is to certify that project work embodied in this report entitled “A STUDY ON IMPACT OF RESTAURANT
EXPANSION ON BUSINESS PERFORMANCE” was carried out by:
1. Hitarth Saraviya – 227050592022
2. Patel Reem – 227050592065
3. Shah Jil – 227050592086
4. Shah Shreyanshi – 227050592091
5. Viralkumar Prajapati – 227050592109
of C K Shah Vijapurwala Institute of Managemnt-705
The report is approved / not approved

This report is for the partial fulfilment of the requirement of the award of the degree of Master of Business
Administration offered by Gujarat Technological University.

----------------------------------

(Examiner’s Sign)

Name of Examiner:

Date: Institute Name:

Place: Institute Code:

4
ACKNOWLEDGEMENT
I extend my deepest gratitude to Prof. (Dr.) Kerav Pandya, the esteemed director of C K Shah Vijapurwala
Institute of Management-705 His visionary leadership and commitment to academic excellence have been the
driving forces behind the success of our institute. I am truly appreciative of the numerous opportunities
provided under his guidance, which have allowed me to grow both academically and personally.
A special acknowledgment goes to Dr. Mitsu Acharya, our dedicated faculty guide, whose unwavering support
has been instrumental in my academic journey. Dr. Acharya's guidance, encouragement, and insightful
feedback have shaped my research and enriched my learning experience. I am fortunate to have had such a
mentor who is not only knowledgeable but also deeply committed to the success of his students.
In addition, I would like to express my sincere thanks to Mr. Krupesh and Mrs. Zankhana, the proprietors of
Ready Platter. Their warm hospitality and the welcoming ambiance of their restaurant, coupled with delicious
meals, have provided the perfect setting for numerous discussions and brainstorming sessions. The support of
Ready Platter has been an essential part of my journey, creating an environment that fosters creativity and
collaboration.
The collaborative spirit of Prof. (Dr.) Kerav Pandya, Dr. Mitsu Acharya, Mr. Krupesh, and Mrs. Zankhana has
made a significant impact on my academic and personal growth. Their contributions have created a rich
tapestry of experiences that I will carry with me into the next phase of my life. I am truly grateful for the
privilege of being associated with such inspiring individuals and establishments.

Regards.

5
EXECUTIVE SUMMARY
In this comprehensive study, we delved into the intricate dynamics of restaurant expansion and its implications
on Business Performance. The primary focus was to investigate the interplay between financial, marketing,
and human resources aspects of restaurant management, while also capturing the perspectives of both
customers and restaurant owners through a well-structured questionnaire.
Utilizing statistical tools, particularly ANOVA tests, we rigorously examined the relationships between
finance, marketing, and human resources variables. The results revealed significant correlations and
dependencies, shedding light on the intricate web of factors influencing the decision-making processes
associated with restaurant expansion.
Customer and restaurant owner perspectives were gathered through a meticulously designed questionnaire,
providing qualitative insights into their experiences, expectations, and challenges related to restaurant
expansion. The diverse range of responses enriched the study, offering a holistic understanding of the
multifaceted nature of the industry.
One of the key findings of this study is the positive correlation between effective Business Performance and
the feasibility of restaurant expansion. Through careful analysis of both quantitative and qualitative data, it
became evident that well-managed financial resources, strategic marketing initiatives, and a robust human
resources framework contribute synergistically to the success of restaurant expansion ventures.
Moreover, the feedback from customers and insights from restaurant owners pointed towards a notable demand
for expanded services and locations. The amalgamation of statistical evidence and real-world perspectives
leads to a compelling conclusion: restaurant owners, armed with effective Business Performance, are well-
positioned to seize expansion opportunities and meet the evolving demands of the market.

In summary, this study not only elucidates the intricate connections between finance, marketing, and human
resources in the context of restaurant expansion but also provides actionable insights for restaurant owners
contemplating growth. By acknowledging and addressing the multifaceted challenges and opportunities
highlighted in this research, restaurant owners can make informed decisions that align with their strategic
goals, ultimately paving the way for successful expansion endeavours.
This executive summary encapsulates the essence of our study, presenting a snapshot of the nuanced
relationships and outcomes explored throughout our comprehensive research project

6
SUBJECT INDEX

EXECUTIVE SUMMARY ....................................................................................................................................................... 6

INTRODUCTION TO THE HOSPITALITY INDUSTRY.............................................................................................................. 8
WORLDWIDE HOSPITALITY INDUSTRY........................................................................................................................... 8
HOSPITALITY INDUSTRY IN INDIA .................................................................................................................................. 8
KEY DATA ....................................................................................................................................................................... 8
TYPES OF INDUSTRIES INCLUDED IN HOSPITALITY INDUSTRY........................................................................................... 9
INTRODUCTION TO THE RESTAURANT INDUSTRY ........................................................................................................... 11
WORLDWIDE RESTAURANT INDUSTRY ........................................................................................................................ 11
RESTAURANT INDUSTRY IN INDIA ............................................................................................................................... 11
KEY DATA ..................................................................................................................................................................... 11
COMPANY’S INTRODUCTION ........................................................................................................................................... 12
DIAGNOSIS PHASE ........................................................................................................................................................... 13
OPPORTUNITY IDENTIFICATION .................................................................................................................................. 13
PROBLEM IDENTIFICATION .......................................................................................................................................... 13
ANALYZING THE PROBLEM .......................................................................................................................................... 13
OBJECTIVES .................................................................................................................................................................. 14
DESIGN AND ANALYSIS PHASE ......................................................................................................................................... 15
PRIMARY ANALYSIS...................................................................................................................................................... 15
ANNOVA ANALYSIS ...................................................................................................................................................... 20
ANNOVA ANALYSIS FOR PROVING OBJECTIVE 3 ......................................................................................................... 22
MARKETING STRATEGIES IMPACTING FINANCES .................................................................................................... 22
MARKETING STRATEGIES IMPACTING HR ............................................................................................................... 25
FINANCE STRATEGIES IMPACTING MARKETING ...................................................................................................... 28
FINANCE STRATEGIES IMPACTING HR ..................................................................................................................... 31
HR STRATEGIES IMPACTING MARKETING ............................................................................................................... 34
HR STRATEGIES AFFECTING FINANCES .................................................................................................................... 39
CONCLUSION ................................................................................................................................................................... 42
IMPLANTATION STAGE AFTER CONCLUSION .................................................................................................................. 43
MEASUREMENTS AND ASSESSMENTS AFTER IMPLEMENTATIONS................................................................................. 44
PHOTOS ........................................................................................................................................................................... 46
REFERENCES..................................................................................................................................................................... 49
ANNEXTURES ................................................................................................................................................................... 51

7
INTRODUCTION TO THE HOSPITALITY INDUSTRY
The hospitality industry is a broad sector that encompasses various businesses and services related to
accommodation, food and beverage, travel and tourism, and event planning. It plays a crucial role in the global
economy and provides employment opportunities to millions of people worldwide. Here are some basic details
and data about the hospitality industry in the world and India:

WORLDWIDE HOSPITALITY INDUSTRY

The global hospitality industry is a significant contributor to the global economy, generating trillions of dollars
in revenue each year.
It includes various segments such as hotels, resorts, restaurants, bars, cafes, cruise lines, event management
companies, and travel agencies.
Major international hotel chains and brands dominate the global market, but there is also a significant presence
of independent and boutique hotels.
The industry is highly influenced by travel and tourism trends, economic conditions, and consumer
preferences.

HOSPITALITY INDUSTRY IN INDIA

The hospitality industry in India is a vital part of the country's service sector and contributes significantly to
its GDP.
India is known for its diverse and rich cultural heritage, which attracts both domestic and international tourists,
leading to a thriving hospitality industry.
The major segments in the Indian hospitality industry include hotels, restaurants, travel agencies, tour
operators, and event management companies.
The hotel industry in India ranges from luxury five-star hotels to budget accommodations, catering to various
types of travellers.
India has witnessed significant growth in the hospitality sector in recent years, with the development of new
hotels, resorts, and restaurants across the country.
Popular tourist destinations such as Goa, Rajasthan, Kerala, and Himachal Pradesh attract a large number of
tourists, contributing to the growth of the hospitality industry.

KEY DATA
According to the World Travel and Tourism Council (WTTC), the direct contribution of the global travel and
tourism sector to GDP was around 3.8% in 2020.
Prior to the COVID-19 pandemic, the global hospitality industry was experiencing steady growth, with
increasing international travel and rising consumer spending.
In India, the hospitality sector employed over 43 million people in 2019, according to a report by the National
Restaurant Association of India (NRAI).
The hotel industry in India was valued at approximately USD 17.7 billion in 2019 and was projected to grow
at a compound annual growth rate (CAGR) of 9% from 2020 to 2025, as per a report by Research and Markets.
Please note that the hospitality industry is dynamic, and specific data and statistics may vary over time. It's
always advisable to refer to the latest reports and research for the most up-to-date information.
8
TYPES OF INDUSTRIES INCLUDED IN HOSPITALITY INDUSTRY

The hospitality management industry encompasses various sectors and industries that provide services related
to accommodation, food and beverage, travel and tourism, and event planning. Here is a list of different
industries typically included within the hospitality management industry:

HOPITALITY
INDUSTRY

Hotels and Restaurants and Travel and Event Hospitality

Resorts Food Service Tourism Management Technology

Casinos and Hospitality Real Hospitality

Spa and Wellness Travel and
Gaming Estate Education and
Tourism Services
Training

 Hotels and Resorts: This sector includes various types of lodging establishments, ranging from luxury
hotels and resorts to budget hotels, boutique hotels, and bed and breakfasts.

 Restaurants and Food Service: This industry involves the preparation, serving, and delivery of food
and beverages to customers. It encompasses a wide range of dining establishments, including fast food
chains, casual dining restaurants, fine dining establishments, cafes, bars, and catering services.

 Travel and Tourism: This sector focuses on facilitating travel and providing services to tourists. It
includes travel agencies, tour operators, airlines, cruise lines, car rental companies, and other
transportation services.

 Event Management: Event management companies plan, organize, and execute various types of events,
including conferences, conventions, weddings, exhibitions, concerts, and festivals.

 Hospitality Technology: This industry focuses on developing and providing technology solutions for
the hospitality sector, including property management systems, online booking platforms, channel
management systems, guest experience management tools, and other software and hardware solutions.

 Spa and Wellness: This sector includes spas, wellness centres, and fitness facilities that offer relaxation,
beauty, and wellness services to customers, such as massages, facials, yoga classes, and fitness training.

 Casinos and Gaming: This industry involves establishments that offer gambling and gaming activities,
such as casinos, card rooms, and online gambling platforms.

9
 Travel and Tourism Services: This sector encompasses a range of services that support the travel and
tourism industry, including travel insurance, visa processing, travel guides, travel aggregators, and
online travel agencies.

 Hospitality Real Estate: This industry involves the development, management, and operation of
hospitality-related properties, including hotels, resorts, vacation rentals, and serviced apartments.

 Hospitality Education and Training: This sector focuses on providing education and training programs
for individuals pursuing careers in the hospitality industry. It includes hospitality management schools,
culinary institutes, and vocational training centres.

These industries work together to provide a comprehensive hospitality experience to customers and contribute
to the overall growth and success of the hospitality management industry.

10
INTRODUCTION TO THE RESTAURANT INDUSTRY
The restaurant industry is a significant component of the hospitality sector, focusing specifically on the
preparation and serving of food and beverages to customers. Here are some details and data about the restaurant
industry worldwide and in India:

WORLDWIDE RESTAURANT INDUSTRY

The global restaurant industry is a massive sector that caters to a wide range of dining preferences, including
fast food, casual dining, fine dining, and ethnic cuisine.
It encompasses various types of establishments, such as standalone restaurants, chain restaurants, cafes, food
trucks, and quick-service restaurants.
The industry is highly influenced by factors like consumer spending, dining trends, cultural diversity, and
economic conditions in different regions.
Major international restaurant chains have a significant presence worldwide, alongside independent and
locally-owned restaurants.

RESTAURANT INDUSTRY IN INDIA

The restaurant industry in India has experienced substantial growth in recent years, driven by changing
lifestyles, urbanization, and increasing disposable income.
Indian cuisine is diverse and renowned globally, contributing to the popularity of Indian restaurants both
within the country and abroad.
The industry includes a wide range of dining options, from street food stalls and small eateries to fine dining
establishments and themed restaurants.
Indian cities like Mumbai, Delhi, Bangalore, and Chennai have a vibrant restaurant scene, offering a variety
of cuisines to cater to different tastes.
Online food delivery platforms and aggregators have gained significant traction in India, allowing customers
to order food from various restaurants conveniently.

KEY DATA
According to the National Restaurant Association in the United States, the global restaurant industry's
estimated revenue in 2021 is around $2.4 trillion.
The Indian restaurant industry was valued at approximately INR 4.23 trillion (USD 57 billion) in 2020, as per
the National Restaurant Association of India (NRAI).
The restaurant industry in India employed over 7.3 million people in 2020 and is expected to generate
significant employment opportunities in the coming years.
With the growth of food delivery platforms, the online food delivery market in India was valued at around
USD 12.5 billion in 2020, according to Red Seer Consulting.
It's important to note that the restaurant industry's data can vary based on sources and methodologies used for
measurement. Additionally, the COVID-19 pandemic has had a significant impact on the restaurant industry
globally, with fluctuations in revenue and operational challenges. Therefore, it's advisable to refer to the latest
reports and research for the most up-to-date and accurate information.
11
COMPANY’S INTRODUCTION
The restaurant named Ready Platter, a delightful culinary destination that has been tantalizing taste buds since
its inception in 2017. Founded by the dynamic husband-wife duo, Krupesh Shah and Zankhana Shah, our
restaurant has quickly become a go-to spot for food enthusiasts seeking a vibrant and memorable dining
experience.

At Ready Platter, they believe that food is not merely nourishment but a celebration of flavours, textures, and
cultures. With a passion for gastronomy and a shared vision to create something exceptional, Krupesh and
Zankhana embarked on a journey to bring their culinary dreams to life.

Their restaurant is a testament to their unwavering dedication and commitment to crafting extraordinary dishes
that leave a lasting impression. From the moment you step through our doors, you will be greeted by an inviting
ambiance that reflects the warmth and love that goes into every aspect of our establishment.

Indulge in an array of delectable dishes meticulously prepared by our talented team of chefs. Drawing
inspiration from diverse cuisines around the world, they curate a menu that caters to all palates, ensuring there
is something to please every discerning taste. Whether you crave traditional favourites or innovative culinary
creations, their menu promises a symphony of flavours that will take you on an unforgettable gastronomic
journey.

Beyond our culinary delights, they pride ourselves on providing impeccable service and creating a welcoming
environment that encourages a sense of togetherness. Each member of their staff is dedicated to ensuring your
dining experience exceeds expectations, from the moment you are seated until the last bite of dessert.

Ready Platter has become a cherished destination for food lovers, families, and friends who seek an
extraordinary dining experience. They continue to push the boundaries of taste, constantly evolving and
striving for culinary excellence.

The magic of Ready Platter, where passion, flavour, and love for food converge to create a truly remarkable
dining adventure gives the world experience to the customers.

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DIAGNOSIS PHASE
OPPORTUNITY IDENTIFICATION
The restaurant wants to currently expand itself as they want to capture more market and wants to increase their
share in the market as well as in the industry. Here, while expansion they had the opportunity to collect data
from different customer base and do STP (Segmentation, Targeting and Positioning) for their restaurant to
gain the knowledge and arrive at a conclusion whether to expand the restaurant or be at the same position and
state of working.
While this opportunity was identified, the another question that was identified was whether to expands the
restaurant at the current location or at different location in the same city.

PROBLEM IDENTIFICATION
 The restaurant owner faced a dilemma examining the interplay of Financial, Marketing, and Human
Resource management. To investigate the relationship, a questionnaire was administered to similar
restaurants, aiming to discern the impact of changes in one discipline on the others.
 A critical issue emerged during problem identification: for successful restaurant expansion, cultivating
a satisfied customer base and fostering loyalty is imperative to reduce the likelihood of customers
switching to other establishments

ANALYZING THE PROBLEM

 The restaurant owner was facing a dilemma, stating that what would be the impact of a change in one
discipline on the other? Discipline means financial management, marketing management, and human
resource management. Here, the problem identification process was done, and the challenge was to
check the relationship between financial management, marketing management, and human resource
management of the restaurant on the basis of different factors. For this, a questionnaire was prepared,
and different restaurants of the same type (non-expanded or expanded) were asked to fill out the form
to determine whether the different disciplinaries possess any relationship between them or not.
This problem was analysed when the owner stated that if he invested an amount in the business
expansion, what would be the rate of return (in percentage) and what duration would the restaurant
take to retrieve that amount on the basis of sales.
For that, the analysis can be done to determine how many customers will be coming to the restaurant
and what the average amount of bill that every customer or group of customers' purchases will generate.
This data will help in analysing the duration in which the company will get the investment amount
back as well as the rate of return for the restaurant.
The above analysis will also help the company know the customer loyalty, customer satisfaction, and
experience that the customer earned from visiting the restaurant. All the stated analyses at the end will
help determine whether the different disciplinaries have any positive or negative relationship between
them in the restaurant industry.

13
 Another problem that came to mind while identifying the problems was that the restaurants, if they
wanted to be expanded, must have a customer base. Once the customer visits the restaurant, he must
feel the experience and satisfaction on the basis of which he would be willing to come back to the
restaurant, and the customer retention rate or the customer rate to change the restaurant will be reduced.
This means that customer loyalty will increase, and the restaurant, while expanding, will not have to
worry much about the customers visiting them.
There are high chances that because of word-of-mouth marketing by their social groups, the customers
might get influenced, and they might just try different places and switch to different restaurants. This
can lead to a decrease in customer loyalty. The competition in the restaurant industry is high because
there are many restaurants competing with each other based on the same factors. The restaurant to
stand out in this crowd must possess a unique pint (USP: Unique Selling Point), which attracts
customers and may make them loyal.
Another part of this problem is that customers might not be satisfied with the services that are being
provided, the way in which services are provided, the taste of the food, the food options that are being
provided, the ambience, hygiene, etc. These factors lead to a reduction in customer satisfaction, which
will result in a decline in customer loyalty as customers switch to different restaurants.

OBJECTIVES
 A study on implementation of Business Performance and its effect on restaurant expansion.
 A study on impact of marketing strategies on customer satisfaction and expansion.
 A study on relationship between marketing, financing and human resource strategies in context to
expansion.

14
DESIGN AND ANALYSIS PHASE
PRIMARY ANALYSIS
Here in this portion of the report, the basic analysis of the answers that were received after asking the customers
to fill the questions, this will help in determine the customer preference and expectations. The analysis at the
end will help the restaurant form the strategies to attract more customers as well as convert their customers
into loyal customers. With this conversion, the financial employment (i.e. the blockage of finances) is being
release and the cash turnover will increase as the sales would increase and raw material will get converted into
the cash.
The sample size here is of 31 customers.

Customer form
Location preference
The location plays a very important in the process of selecting the restaurants. Teenagers generally selects the
restaurant on basis of their food choice and ambiance whereas as adults and old age people prefer to visit a
restaurant that are nearby their place.

Location preference
1

12

2 9

within 500m 500m-1KM 1KM-5KM Beyond 5KM No specific choice

15
Food options
There are many restaurants that are multi cuisines restaurants where people can try different global delicacies
and enjoy their meal. When given options and asked the customers about their preference, the following
preferences were obtained.

food prefernce
30
Number of people prefered

25
25
20
19
20 18

15
11
9
10
7
4 4
5
2
0
0

Cuisines

This food preference data will help to know that what are the taste and preference of the customers and which
type of food they preference the most. This will help in adding or deducting the cuisines in the menu of the
restaurant to attract the customers.

Time preference
Time preference helps in knowing the most preferred time duration related to what time the customers prefer
most for the dine-ins. This will help the restaurant owners or the managers be well prepared in advance so that
the customer service queue is not too long as well as the basic material to serve the food can be ready.

Time preference
30
26
25
Number of people prefered

21
20

15

10

5 5 5
5

0
breakfact Brunch Lunch Evening snacks Dinner

Time

16
Discount and offers preference
The discount and offers are the key to attract the customers as this will reduce their cost to visit the
restaurant as well as gain something out of it. The gain in terms of any freebies or a small little gifts will
make the customers fell the homeliness and hence customer loyalty will increase.

Offers and discounts prefered

29

Yes No

Which marketing channels do you find most influential to visit a restaurant?

This question in the questionnaire will help the restaurant owner or manager to take the call upon what different
marketing tools they can use to promote their products or restaurant and how on basis of it they can brand their
restaurants.

marketing tools
30

25 24
numper of people prefer

20 18

15 13
12

10
6
5 4 4
3 3

0
social Newspaper leaflets email blogs websites online ads word of Food
media mouth Vlogers

marketing tools

17
Has the expansion influenced your loyalty?
Here the relation between expansion and loyalty is that if the restaurant is very far from the residential place
of the customer there are chances where the customer will switch over to another restaurant resulting a decline
in the customer loyalty ratio. If that restaurants expansion is done to the nearest location of the customer
residence, the customer is tending to visit the same restaurant resulting in increase in the customer loyalty.

27

Yes No

Business form
Another analysis was done by asking few required questions to the restaurant owners, here the sample of 60
people were taken. This data was to know what is the thought process of different restaurant owners owing
same or different culture of restaurant.
This will help us understand the different compliances the owner of the restaurant has to fulfil while opening
a new restaurant or expanding the restaurant.

18
According to your current condition of restaurant, are you willing to expands the business?

Expansion

30%

70%

Yes No

There were 42 restaurant owners who are willing to expand their restaurant either by shifting to a new location,
expansion at the same place or either by opening a new branch at the different location. This will help them to
target a new base of customer in the different location, helping them to have more number of customer base.

What do u think this hiring process will help you on financial condition after training and development?

40%

60%

Yes No

19
Licences

Licences
120%
Number of restaurant woner owns

100% 100% 100% 100%

100%
80%
80% 66.67%
60% 53.30%
40%
40% 30%
23.33% 26.67%
20% 13.33%
6.67%
0%

Certificates and licences

The chart shows the list of certificates and licences the different business owner owns to run their restaurant
business smoothly.

ANNOVA ANALYSIS
The customers are the one who have multiple options while choosing a restaurant. The selection of restaurant
is done on basis of different factors and different parameters and the importance of it in the view point of
customers. These customers with keeping the experience, their satisfaction level and several different other
factors make the decision regarding the visit.
The customer experience and satisfaction level determines their state of loyalty towards the restaurant. Not
only the experience or satisfaction, there are several different factors such as hygiene, taste, food preferences,
prices of the products, services, ambience etc. that plays a vital role in the selection process of a restaurant.
Despite being restaurant a not much of important decision, but these factors helps the restaurant converting
their customer base into the loyal customer base. This conversion will help the company’s cost of doing the
STP process that is segmentation, Targeting and Positioning for attracting the new customers, this will also
reduce the cost of marketing as the new customers are to be targeted but their most of the marketing will be
done by word of mouth marketing tool as the customers are tend to be in social group and are very eager to
share their new experience in their relevant social groups.
Consumer satisfaction and loyal will either directly or indirectly have an impact on different disciplinaries
such as Finance, Marketing and HR.
The below mentioned matrix shows the importance of different factors and importance for customer while
selecting a restaurant. The importance is ranked on the scale of 1 to 5 where 1 means un-important and 5 most
important.
This data was collected from 31 different customers to see which factors they give the most importance for
selection. The number in the matrix shows that how many people ranted the factor to that specific rank of
importance.

20
Factors Un- Less un- Neutral important Most Total
important important important
Satisfaction 1 0 2 11 17 31
Taste 1 0 2 11 17 31
Food options 1 0 4 14 12 31
Hygiene 1 2 2 9 17 31
Services 1 0 4 14 12 31
Offers 4 2 6 9 10 31
Marketing 3 0 14 9 5 31
Product prices 3 1 6 14 7 31
Experience 1 0 4 16 10 31
problem solution 2 1 6 7 15 31
Expansion 2 0 9 16 4 31
Ambience 2 0 4 16 9 31
Total 22 6 63 146 135 372

H0: There is no relation between factors and its importance for customer while selecting a restaurant
H1: There is a relation between factors and its importance for customer while selecting a restaurant

SUMMARY
Groups Count Sum Average Variance
Column 1 12 22 1.833333333 1.060606
Column 2 12 6 0.5 0.636364
Column 3 12 63 5.25 11.84091
Column 4 12 146 12.16666667 10.33333
Column 5 12 135 11.25 21.11364

Source of Variation SS df MS F P- F crit

value
Between Groups 1362.766667 4 340.6916667 37.86738 3.37E- 2.539689
15
Within Groups 494.8333333 55 8.996969697
Total 1857.6 59

21
Rejection Region

-2.53 2.53 3.37

F observed value > F Critical Value

Hence, here we reject the Null Hypothesis (Ho).
In this statistical analysis, a significance level of 0.05 is used. The observed F value obtained is 3.37, exceeding
the critical F value of 2.53. As a result, the null hypothesis (Ho), which suggested no correlation between
factors and its importance for customer while selecting a restaurant will be rejected.

As the F observed is greater than F Critical value, the F observed lies in the rejection region. Hence, it can be
concluded that the HO is rejected.
This implies that there is a significant relation between factors and its importance for customer while
selecting a restaurant.

ANNOVA ANALYSIS FOR PROVING OBJECTIVE 3

MARKETING STRATEGIES IMPACTING FINANCES
In the theoretical framework for examining the impact of marketing strategies on restaurant finances during
expansion, key concepts include the efficiency-driven approach of performance-based marketing campaigns,
the segmentation theory underlying customer targeting for diverse preferences, the reciprocity principle
supporting loyalty programs and customer retention, the credibility-based influence of influencer marketing,
and the rational decision-making processes of data-driven decision making. By incorporating these theories
into Business Performance, restaurant operators can optimize resource allocation, tailor marketing efforts to
diverse customer segments, foster repeat business through effective loyalty programs, enhance brand
credibility via influencer marketing, and make informed decisions based on data insights, all contributing to
positive financial outcomes during the expansion phase.
Factors:
1 Performance-Based Marketing Campaigns:

22
Performance-based marketing emphasizes tying advertising efforts directly to measurable outcomes like sales
and customer engagement. The theory here is grounded in accountability, ensuring that marketing investments
yield quantifiable returns. For restaurant expansion, a performance-based approach maximizes the efficiency
of resource allocation, contributing to a more substantial return on investment (ROI).
Impact: Performance-based marketing campaigns tie financial outcomes directly to the effectiveness of the
marketing efforts. This approach ensures that resources are allocated efficiently, as businesses pay for actual
results rather than just exposure. It can lead to a more significant return on investment (ROI) as marketing
spend is directly correlated with measurable outcomes, such as conversions or sales.
2 Customer Segmentation and Targeting:
Customer segmentation and targeting are based on the idea that not all customers have the same preferences.
Market segmentation theory underlies this approach, suggesting that tailoring marketing efforts to specific
customer segments is more effective. In the context of restaurant expansion, understanding diverse customer
preferences is crucial for creating targeted marketing strategies.
Impact: Proper customer segmentation and targeting help optimize marketing efforts by tailoring messages to
specific audience segments. This reduces wasted resources on audiences unlikely to convert, thereby
improving cost-effectiveness. As a result, finances are positively impacted by more efficient marketing spend
and increased conversion rates.
3 Loyalty Programs and Customer Retention:
Loyalty programs are rooted in customer relationship management and behavioural economics. The
reciprocity principle, where individuals respond positively to receiving benefits, forms the theoretical
foundation. In restaurant expansion, effective loyalty programs contribute to customer retention, fostering
repeat business and positively impacting the financial bottom line.
Impact: Customer retention is often more cost-effective than acquiring new customers. Loyalty programs
contribute to customer retention by incentivizing repeat business. The financial impact includes increased
customer lifetime value, reduced customer acquisition costs, and a stable revenue stream from loyal customers
over time.
4 Influencer Marketing:
Influencer marketing draws on principles of social influence and credibility. The source credibility model
underlies this strategy, suggesting that people are more influenced by credible and trustworthy sources. In
restaurant expansion, leveraging influencers enhances brand visibility and credibility, directly affecting
consumer perceptions and, consequently, financial performance.
Impact: Influencer marketing leverages the trust and reach of influencers to promote products or services.
When executed effectively, it can enhance brand visibility, credibility, and customer engagement. The
financial impact comes from increased sales and brand loyalty driven by influencer recommendations.
However, it's essential to measure the ROI of influencer partnerships to ensure they align with business goals.
5 Data-Driven Decision Making:
Data-driven decision making is based on the concept that businesses should base decisions on empirical
evidence and data insights. Decision theory, emphasizing rational decision-making processes, forms the
theoretical foundation. In restaurant expansion, utilizing data for marketing decisions ensures alignment with
customer preferences and market trends, optimizing financial outcomes.
Impact: Data-driven decision making involves using data analytics to inform marketing strategies. This can
lead to more accurate targeting, personalized marketing campaigns, and better understanding of customer

23
behaviour. The financial impact is reflected in improved marketing efficiency, reduced guesswork, and a
higher likelihood of success in reaching and resonating with the target audience.

H0: There is no relation between Marketing Strategies and Finance Strategies in the business while
expansion
H1: There is a relation between Marketing Strategies and Finance Strategies in the business while
expansion
SUMMARY
Groups Count Sum Average Variance
Column 1 5 0 0 0
Column 2 5 4 0.8 3.2
Column 3 5 2 0.4 0.8
Column 4 5 6 1.2 1.2
Column 5 5 12 2.4 12.8
Column 6 5 8 1.6 6.8
Column 7 5 22 4.4 12.8
Column 8 5 40 8 28
Column 9 5 86 17.2 21.2
Column 10 5 120 24 146

Source of Variation SS df MS F P-value F crit

Between Groups 3028.8 9 336.5333 14.4559 4.9E-10 2.124029
Within Groups 931.2 40 23.28
Total 3960 49

24
Rejection Region

-2.12 2.12 4.90

F observed value > F Critical Value

Hence, here we reject the Null Hypothesis (Ho).

In this statistical analysis, a significance level of 0.05 is used. The observed F value obtained is 4.90, exceeding
the critical F value of 2.12. As a result, the null hypothesis (Ho), which suggested no correlation among the
Marketing Strategies and Finance Strategies in business while expansion will be rejected.
As the F observed is greater than F Critical value, the F observed lies in the rejection region. Hence, it can be
concluded that the HO is rejected.
This implies that there is a significant relation between the Marketing Strategies and the Finance Strategies
in the business while expansion.

MARKETING STRATEGIES IMPACTING HR

In the context of the impact of marketing strategies on HR factors during restaurant expansion, a
comprehensive theoretical framework can be established by integrating the Resource-Based View (RBV), the
Human Resource-Based View (HRBV), and the Social Exchange Theory.
Resource-Based View (RBV):
Theoretical Link: The RBV posits that sustainable competitive advantage arises from unique, valuable, and
difficult-to-imitate resources. In restaurant expansion, marketing strategies represent a key resource. Effective
marketing can enhance brand equity, customer loyalty, and financial performance.
Human Resource-Based View (HRBV):
Theoretical Link: HRBV extends the RBV to emphasize the role of human resources as a critical
organizational asset. Employee skills, knowledge, and commitment contribute to competitive advantage.
When integrated with marketing strategies, HR practices become a source of sustained brand performance and
customer satisfaction.

25
Social Exchange Theory:
Theoretical Link: Social Exchange Theory focuses on the reciprocity of relationships. In the context of the
employer-employee relationship, effective marketing strategies that enhance the company's external image
can create positive perceptions among employees. This positive image fosters a sense of reciprocity, leading
to increased employee commitment and engagement.
Factors:
1 Employer Branding:
Theoretical Link: Employer branding, seen through the RBV lens, is a valuable intangible asset. It contributes
to sustained competitive advantage by attracting and retaining top talent. From a Social Exchange Theory
perspective, a positive employer brand fosters a sense of pride and commitment among employees, leading to
increased discretionary effort.
Impact: A strong employer brand positively influences the quality of job applicants and their perception of the
company. This can lead to a larger pool of qualified candidates, making the hiring process more efficient. It
also fosters employee retention as a positive employer brand contributes to employee satisfaction.
2 Employee Advocacy Programs (in terms of cost):
Theoretical Link: HRBV suggests that employee commitment and advocacy are critical for organizational
success. Integrated with marketing strategies, employee advocacy programs become a conduit for
disseminating the brand message externally. The Social Exchange Theory further implies that when employees
feel valued through such programs, they reciprocate with increased loyalty and positive representation of the
brand.
Impact: Employee advocacy programs can significantly impact HR by reducing recruitment costs. When
employees become advocates for their company, they can attract talent through word-of-mouth and social
media, creating a cost-effective recruitment channel. This strategy can also boost employee morale and
engagement, contributing to overall workforce satisfaction.
3 Internal Communication Strategies:
Theoretical Link: Effective internal communication, as part of organizational capabilities in the RBV
framework, ensures alignment with strategic goals. When marketing strategies are communicated internally,
employees gain a clearer understanding of the brand message and their role in delivering it. This aligns with
Social Exchange Theory, fostering a positive exchange of information and commitment.
Impact: Effective internal communication enhances employee engagement and reduces misunderstandings.
Clear communication channels improve teamwork and collaboration, leading to higher productivity. It also
aids in conveying organizational values, fostering a positive workplace culture, and reducing turnover.
4 Training and Development Costs:
Theoretical Link: HRBV emphasizes the strategic importance of investing in employee development. Aligned
with marketing strategies, training and development programs ensure that employees possess the skills
necessary to deliver on the brand promise. From an RBV perspective, these programs contribute to building a
unique and valuable human capital resource.
Impact: While training and development incur costs, they contribute to employee skill enhancement, job
satisfaction, and retention. Investing in employees' professional growth can lead to a more skilled and
adaptable workforce, reducing the need for external hiring and associated recruitment costs.

26
5 Flexible Work Arrangements as a Recruitment Tool:
Theoretical Link: RBV views flexible work arrangements as a unique organizational capability. Offering
flexibility as part of marketing strategies attracts a diverse talent pool. Social Exchange Theory suggests that
providing flexible work arrangements fosters a positive exchange between employer and employee, leading
to increased loyalty and commitment.
Impact: Offering flexible work arrangements can be a powerful recruitment tool. It appeals to a broader range
of candidates, including those seeking work-life balance. This strategy may result in attracting top talent who
value flexibility, reducing time-to-fill roles, and potentially lowering turnover rates as employees appreciate
the accommodation.

H0: There is no relation between Marketing Strategies and HR Strategies in the business while expansion
H1: There is a relation between Marketing Strategies and HR Strategies in the business while expansion

SUMMARY
Groups Count Sum Average Variance
Column 1 5 0 0 0
Column 2 5 2 0.4 0.8
Column 3 4 4 1 4
Column 4 5 12 2.4 10.8
Column 5 5 4 0.8 3.2
Column 6 5 12 2.4 12.8
Column 7 5 18 3.6 8.8
Column 8 5 24 4.8 21.2
Column 9 5 70 14 46
Column 10 5 154 30.8 151.2

Source of Variation SS df MS F P-value F crit

Between Groups 4132.065306 9 459.1184 17.36386 4.49E-11 2.130597
Within Groups 1031.2 39 26.44103
Total 5163.265306 48

27
Rejection Region

-2.12 2.12 4.48

4.49

F observed value > F Critical Value

Hence, here we reject the Null Hypothesis (Ho).

In this statistical analysis, a significance level of 0.05 is used. The observed F value obtained is 4.49, exceeding
the critical F value of 2.12. As a result, the null hypothesis (Ho), which suggested no correlation among the
Marketing Strategies and HR Strategies in business while expansion will be rejected.
As the F observed is greater than F Critical value, the F observed lies in the rejection region. Hence, it can be
concluded that the HO is rejected.
This implies that there is a significant relation between the Marketing Strategies and the HR Strategies in the
business while expansion.

FINANCE STRATEGIES IMPACTING MARKETING

In the realm of restaurant expansion, the theoretical framework rooted in the Resource-Based View (RBV)
and Marketing Resource-Based View (MRBV) underscores the pivotal role of finance strategies in shaping
marketing endeavours. Employing RBV and MRBV principles, the allocation of financial resources to high-
return channels is seen as a means of leveraging valuable resources for sustained competitive advantage.
Factors such as cost-of-acquisition analysis, investment in marketing technology, financial support for
research and development, and incentives for marketing performance further intricately align with theoretical
perspectives such as Transaction Cost Economics, Technological Resource-Based View, Dynamic
Capabilities Theory, and Agency Theory. This integrated approach illuminates how financial decisions
profoundly impact marketing strategies during restaurant expansion, emphasizing the nuanced interplay
between theoretical frameworks and practical considerations.
Factors:
1 Budget Allocation for High ROI Channels:
Within RBV, the firm's ability to allocate budgets to high-return marketing channels aligns with the concept
of leveraging valuable resources. The MRBV perspective emphasizes the strategic use of marketing resources,

28
suggesting that allocating finances to channels with a high ROI contributes directly to building a sustainable
marketing advantage.
Impact: Efficient budget allocation is crucial for maximizing returns on marketing investment. By analysing
past performance and identifying high ROI channels, finance strategies can optimize budget distribution.
Increased funding for channels that consistently generate a positive return ensures better utilization of
resources and contributes to overall marketing success.
2 Cost-of-Acquisition Analysis:
Applying TCE to restaurant expansion, the cost-of-acquisition analysis involves understanding and
minimizing transaction costs related to gaining new customers. This could encompass costs associated with
marketing campaigns, promotions, and customer retention efforts. Minimizing these costs enhances the
efficiency of customer acquisition, aligning with TCE principles.
Impact: Understanding the cost of acquiring a customer is fundamental for financial planning. By closely
monitoring acquisition costs, companies can refine marketing strategies to attract customers more efficiently.
Finance teams can work with marketing to set cost-effective targets, ensuring that customer acquisition costs
align with overall business objectives.
3 Investment in Marketing Technology:
In the TRBV framework, technology is viewed as a source of competitive advantage. For restaurant expansion,
investing in marketing technology could involve adopting advanced analytics, customer relationship
management (CRM) systems, and automation tools. This not only enhances the efficiency of marketing
operations but also contributes to the development of unique technological capabilities.
Impact: Embracing marketing technology can lead to increased efficiency and effectiveness. Finance strategies
that support investments in cutting-edge tools and platforms enable marketers to streamline processes, enhance
targeting, and measure performance more accurately. This, in turn, boosts the overall impact and success of
marketing campaigns.
4 Financial Support for Research and Development:
Dynamic Capabilities Theory suggests that firms must adapt and innovate in response to changing
environments. Financial support for research and development in marketing strategies allows the restaurant to
continuously evolve its marketing approaches. This might involve exploring new promotional methods,
adapting to changing consumer preferences, and developing innovative campaigns to stay competitive during
expansion.
Impact: Innovative marketing often requires research and development efforts. Financial support for R&D in
the marketing domain allows for the creation of unique campaigns, strategies, and product positioning. This
fosters a competitive edge and can lead to breakthroughs in reaching and engaging target audiences more
effectively.
5 Financial Incentives for Marketing Performance:
Applying Agency Theory to restaurant expansion, financial incentives for marketing performance create
alignment between the restaurant owner (principal) and the marketing team (agent). By tying financial rewards
to marketing objectives, the theory posits that the interests of both parties are aligned, fostering a shared goal
and encouraging the marketing team to perform optimally during the expansion phase.
Impact: Introducing financial incentives tied to marketing performance can be a powerful motivator. When
marketers are rewarded for achieving specific goals, such as increased sales or customer retention, it aligns
their efforts with organizational objectives. This approach not only encourages a results-driven mind-set but
can also attract and retain top talent in the marketing department.
29
H0: There is no relation between Finance Strategies and Marketing Strategies in the business while
expansion
H1: There is a relation between Finance Strategies and Marketing Strategies in the business while
expansion
SUMMARY
Groups Count Sum Average Variance
Column 1 5 0 0 0
Column 2 5 0 0 0
Column 3 5 0 0 0
Column 4 5 0 0 0
Column 5 5 2 0.4 0.8
Column 6 5 32 6.4 38.8
Column 7 5 32 6.4 26.8
Column 8 5 48 9.6 94.8
Column 9 5 98 19.6 26.8
Column 10 5 88 17.6 40.8

Source of Variation SS df MS F P-value F crit

Between Groups 2540.8 9 282.3111 12.33877 4.64E-09 2.124029
Within Groups 915.2 40 22.88
Total 3456 49

Rejection Region

-2.12 2.12 4.64

30
Conclusion:
F observed > F Critical
In this statistical analysis, a significance level 𝑖. 𝑒. (α) of 0.05 is used. The F observed value obtained is 4.64,
exceeding the critical F value of 2.12. As a result, the null hypothesis (Ho), which suggested no relation
between the Finance strategies and Marketing Strategies in the business while expansion will be rejected.
As the F observed is greater than F Critical value, the F observed lies in the rejection region. Hence, it can be concluded
that the HO is rejected.
This implies that there is a significant relation between the Finance strategies and Marketing Strategies in
the business while expansion.

FINANCE STRATEGIES IMPACTING HR

Finance strategies have a significant impact on Human Resources (HR) since they have an impact on
budgeting, resource allocation, and overall financial planning inside an organisation. HR strategies are directly
influenced by the financial decisions made by the finance department, including budget allocations for hiring,
training, and employee benefits. Pay plans, which are mostly determined by financial factors, are essential for
drawing and keeping talent. HR is assisted in coordinating workforce expenses with organisational revenue
and objectives by financial measures such as pay ratios and cost per employee. Furthermore, finance-driven
investments in wellness and employee development initiatives support a more engaged and healthy staff.
1 Cost per Employee
A financial measure called "cost per employee" determines how much an organisation must spend overall for
each person on its payroll. This measure comprises a number of elements, including base pay, benefits, training
expenditures, and other associated costs tied to keeping a person on staff for a specific amount of time. The
organisation calculates the cost per employee by adding together all of these costs and dividing it by the total
number of employees. This measure provides a thorough picture of the monetary resources allocated to
maintaining the workforce.
IMPACT:
Monitoring cost per employee aids HR in budgeting and financial planning. It guides compensation decisions,
ensuring a balance between attracting top talent and maintaining financial sustainability.
2 Compensation Ratio
A financial measure that illustrates the connection between an organization's income and its compensation
costs is the compensation ratio. It is computed by dividing the entire cost of employee compensation—which
includes salary, benefits, and other types of remuneration—by the total amount of money the company makes.
This ratio gives an overview of the portion of the company's revenue that goes towards paying employees.
IMPACT:
This indicator helps HR ensure equity and competitiveness by guiding the alignment of compensation
structures with financial capabilities. In addition to supporting financial sustainability and budgetary decisions,
it draws and keeps qualified experts.
3 Return on Training Investment (ROTI):

31
A financial statistic called return on training investment (ROTI) evaluates the profits generated from
investments in employee training programmes. The computation entails weighing the advantages—like better
worker performance, higher output, or upgraded skill sets—against the expenditures associated with training
initiatives.
IMPACT:
HR evaluates training programme efficacy using ROTI. A positive return on training investment (ROTI)
validates training costs by enhancing worker productivity, performance, and skill development in line with
company objectives.
4 Overtime Costs:
The additional expenses incurred by an organisation when workers work above their regularly planned hours
are referred to as overtime costs. These additional hours may be the consequence of an uptick in workload,
strict deadlines, or unforeseen obligations. Higher pay or premiums given to employees for the additional
hours they work are examples of overtime expenditures. Organisations must keep an eye on and manage
overtime costs if they want to minimise labour costs, maximise workforce planning, and preserve financial
viability.
IMPACT:
HR and finance departments may better optimise personnel levels and strike a balance between operational
needs and cost effectiveness by keeping an eye on overtime charges. It serves as a roadmap for workforce
planning and can point out areas that might benefit from increased efficiency.
5 Health and Wellness Program Costs:
The costs of health and wellness programmes encompass all outlays linked to efforts aimed at enhancing and
preserving the welfare of workers in a company. These costs pay for a variety of services and programmes,
including wellness seminars, mental health counselling, fitness regimens, and preventive healthcare. The goal
of funding health and wellness initiatives is to improve worker morale, lower absenteeism, improve employee
health, and eventually raise total productivity.
IMPACT:
HR may promote a fit and motivated staff by funding health and wellness initiatives. Financial methods for
total cost control and employee well-being are aligned with the impact of reduced absenteeism, higher morale,
and increased productivity.

H0: There is no relation between Finance Strategies and HR Strategies in the business while expansion
H1: There is a relation between Finance Strategies and HR Strategies in the business while expansion

32
SUMMARY
Groups Count Sum Average Variance
Column 1 5 0 0 0
Column 2 5 0 0 0
Column 3 5 0 0 0
Column 4 5 0 0 0
Column 5 5 0 0 0
Column 6 5 4 0.8 3.2
Column 7 5 24 4.8 1.2
Column 8 5 52 10.4 6.8
Column 9 5 86 17.2 19.2
Column 10 5 134 26.8 5.2

Source of Variation SS df MS F P-value F crit

Between Groups 3929.6 9 436.6222 122.6467 2.96E-26 2.124029
Within Groups 142.4 40 3.56
Total 4072 49

Rejection Region

-2.12 2.12 2.96

33
Conclusion:
F observed > F Critical
In this statistical analysis, a significance level 𝑖. 𝑒. (α) of 0.05 is used. The F observed value obtained is 2.96,
exceeding the critical F value of 2.12. As a result, the null hypothesis (Ho), which suggested no relation
between the Finance strategies and HR Strategies in the business while expansion will be rejected.
As the F observed is greater than F Critical value, the F observed lies in the rejection region. Hence, it can be concluded
that the HO is rejected.
This implies that there is a significant relation between the Finance strategies and HR Strategies in the
business while expansion.

HR STRATEGIES IMPACTING MARKETING

In the dynamic landscape of restaurant expansion, the interplay between HR strategies and marketing
effectiveness can be comprehensively understood through multiple theoretical frameworks. The Resource-
Based View underscores the acquisition of diverse skill sets and continuous employee training as pivotal for
building a competitive advantage. Social Exchange Theory emphasizes the reciprocal relationship between
the organization and its employees, highlighting the importance of fostering innovation and well-being
initiatives to enhance commitment and effort in marketing endeavours. Institutional Theory underscores the
significance of aligning HR strategies with societal expectations to bolster the restaurant's legitimacy and
reputation. The collaborative efforts fostered through cross-functional collaboration are viewed as optimizing
internal resources for sustainable competitive advantage. Altogether, these theoretical lenses provide a
nuanced perspective on how HR strategies intricately influence marketing dynamics in the context of
restaurant expansion.
Factors:
1. Talent Acquisition for Diverse Skill Sets:
Resource-Based View (RBV):
Explanation: The RBV posits that sustainable competitive advantage arises from the effective utilization of
valuable, rare, and non-substitutable resources. Acquiring a diverse range of skills in the workforce enhances
resource heterogeneity, allowing the restaurant to dynamically adapt to the evolving marketing landscape.
Example: In hiring individuals with backgrounds in digital marketing, customer service, and culinary arts, the
restaurant ensures a diverse skill set that positions it competitively for varied marketing challenges.
Social Exchange Theory:
Explanation: Social Exchange Theory frames talent acquisition as a reciprocal relationship. The organization
provides opportunities for skill development, and employees reciprocate with increased commitment and
effort in achieving marketing goals.
Example: Offering cross-training programs communicates the restaurant's commitment to employees'
professional growth, fostering a positive social exchange where employees actively contribute to marketing
initiatives.
Institutional Theory:
Explanation: Institutional Theory suggests that organizations align with societal expectations to gain
legitimacy. Embracing diversity in talent acquisition aligns with prevailing norms, enhancing the restaurant's
reputation and legitimacy in the market.

34
Example: Implementing inclusive hiring practices not only adheres to societal expectations but also positions
the restaurant as a socially responsible and progressive establishment, bolstering its institutional legitimacy.
Impact: Hiring individuals with diverse skill sets brings a variety of perspectives and expertise to the marketing
team. A diverse workforce can better understand and connect with a broad range of audiences, leading to more
effective marketing campaigns. It fosters creativity and helps in developing strategies that resonate with
different market segments.
2. Employee Training on Marketing Trends:
Resource-Based View (RBV):
Explanation: Continuous employee training is viewed through the RBV as transforming human capital into a
valuable resource. Staying updated on marketing trends ensures that employees contribute effectively to the
organization's marketing capabilities.
Example: Providing training programs on emerging digital marketing trends equips employees with the skills
needed to navigate the online landscape, ensuring the restaurant remains competitive.
Social Exchange Theory:
Explanation: Social Exchange Theory applies to training by emphasizing the reciprocal relationship. The
organization invests in employee development, and employees reciprocate with trust, commitment, and
increased effort in achieving marketing objectives.
Example: Investing in ongoing training communicates the organization's commitment to its employees,
fostering a positive social exchange where employees reciprocate with heightened engagement in marketing
activities.
Institutional Theory:
Explanation: Institutional Theory emphasizes that organizations need to stay relevant to gain legitimacy.
Keeping employees updated on marketing trends aligns with institutional expectations, enhancing the
organization's legitimacy in the eyes of stakeholders.
Example: Staying current with marketing trends builds trust with customers and partners, contributing to
institutional legitimacy and aligning the restaurant with industry best practices.
Impact: Keeping employees updated on the latest marketing trends ensures that the marketing team is equipped
with the knowledge and skills needed to stay competitive. Continuous training helps in adapting to changing
consumer behaviours and emerging technologies, leading to more innovative and effective marketing
strategies.
3. Promoting a Culture of Innovation:
Resource-Based View (RBV):
Explanation: The RBV views a culture of innovation as a source of distinctive competence. Fostering
innovation contributes to the development of unique marketing strategies, setting the restaurant apart in the
competitive landscape.
Example: Encouraging employees to propose and implement creative marketing initiatives, such as unique
promotional events or innovative menu offerings, leverages the organization's internal capabilities for a
competitive advantage.

35
Social Exchange Theory:
Explanation: Social Exchange Theory applies by highlighting that an innovative culture enhances personal
growth and job satisfaction, leading to increased motivation and effort in marketing initiatives.
Example: Recognizing and rewarding employees for their innovative contributions creates a positive social
exchange, where employees feel valued and reciprocate with active engagement in marketing efforts.
Institutional Theory:
Explanation: Institutional Theory emphasizes the importance of aligning with societal expectations. A culture
of innovation enhances the organization's legitimacy, demonstrating its ability to adapt to changing market
dynamics.
Example: Showcasing the restaurant's commitment to innovation in marketing strategies aligns with industry
trends, enhancing its institutional legitimacy and appeal to customers seeking unique dining experiences.
Impact: A culture of innovation within the organization encourages employees to think creatively and
contribute new ideas. In marketing, this translates to the development of unique campaigns and strategies that
can set the company apart from competitors. An innovative culture fosters a proactive approach to problem-
solving and staying ahead in the dynamic marketing landscape.
4. Cross-Functional Collaboration:
Resource-Based View (RBV):
Explanation: Collaboration is viewed through the RBV as optimizing the utilization of internal resources,
leading to synergies in marketing efforts. Internal collaboration ensures that the organization's diverse
resources work cohesively for a sustainable competitive advantage.
Example: Facilitating regular communication and collaboration between marketing, operations, and culinary
teams ensures that marketing strategies align with the overall operational capabilities and goals of the
expanding restaurant.
Social Exchange Theory:
Explanation: Social Exchange Theory emphasizes that collaboration fosters a sense of community and mutual
support, creating a positive social exchange that influences employee engagement in marketing projects.
Example: Encouraging teamwork and recognizing collaborative efforts creates a positive social exchange
where employees reciprocate with increased enthusiasm and commitment to cross-functional marketing
initiatives.
Institutional Theory:
Explanation: Collaboration reflects a modern and effective organizational structure, enhancing the
organization's image and legitimacy in the eyes of external stakeholders.
Example: Highlighting collaborative efforts in marketing campaigns not only showcases the restaurant's
internal synergy but also enhances its institutional legitimacy by demonstrating adaptability and efficiency.
Impact: Encouraging collaboration between different departments, especially between HR and marketing,
ensures that marketing strategies align with overall business goals. When HR and marketing work together
seamlessly, it leads to a more integrated approach where the company's values and messaging are consistent
across all aspects of the business, enhancing brand image and customer trust.

36
5. Employee Well-being Initiatives:
Resource-Based View (RBV):
Explanation: Employee well-being is considered a valuable, rare resource that positively influences
productivity, creativity, and overall organizational performance. Investing in employee well-being contributes
to a positive organizational culture.
Example: Implementing employee wellness programs, such as health and mental well-being initiatives,
contributes to a positive organizational culture that enhances the well-being resource within the organization,
ultimately benefiting marketing efforts.
Social Exchange Theory:
Explanation: Prioritizing employee well-being establishes a reciprocal relationship, as satisfied and healthy
employees are more likely to contribute positively to marketing efforts.
Example: Offering flexible work schedules or wellness benefits communicates the organization's commitment
to its employees, fostering a positive social exchange where employees reciprocate with increased dedication
to marketing goals.
Institutional Theory:
Explanation: Prioritizing employee well-being reflects a socially responsible stance, positively impacting the
organization's reputation and legitimacy in the market.
Example: Communicating the restaurant's commitment to employee well-being aligns with societal
expectations for responsible business practices, enhancing institutional legitimacy and appeal to socially
conscious customers and investors.
Impact: Employees who feel supported and valued are likely to be more engaged and productive. In the context
of marketing, this means a team that is motivated to deliver high-quality work. Additionally, a focus on well-
being can reduce burnout, fostering a sustainable and creative work environment. Happy and healthy
employees are more likely to contribute positively to the development and execution of marketing strategies.

H0: There is no relation between HR Strategies and Marketing strategies in the business while expansion
H1: There is a relation between HR Strategies and Marketing Strategies in the business while expansion
SUMMARY
Groups Count Sum Average Variance
Column 1 5 2 0.4 0.8
Column 2 5 6 1.2 7.2
Column 3 5 0 0 0
Column 4 5 0 0 0
Column 5 5 6 1.2 3.2
Column 6 5 36 7.2 5.2
Column 7 5 36 7.2 5.2
Column 8 5 48 9.6 14.8
Column 9 5 76 15.2 21.2
Column 10 5 90 18 36

37
Source of Variation SS df MS F P-value F crit
Between Groups 1969.6 9 218.8444 23.38082 2.92E-13 2.124029
Within Groups 374.4 40 9.36
Total 2344 49

Rejection Region

-2.12 2.12 2.92

Conclusion:
F observed > F Critical
In this statistical analysis, a significance level 𝑖. 𝑒. (α) of 0.05 is used. The F observed value obtained is 2.92,
exceeding the critical F value of 2.12. As a result, the null hypothesis (Ho), which suggested no relation
between the HR strategies and Marketing Strategies in the business while expansion will be rejected.
As the F observed is greater than F Critical value, the F observed lies in the rejection region. Hence, it can be
concluded that the HO is rejected.
This implies that there is a significant relation between the HR strategies and Marketing Strategies in the
business while expansion.

38
HR STRATEGIES AFFECTING FINANCES
The workforce planning, talent management, and employee engagement activities of an organisation are
shaped by its Human Resources (HR) strategy, which have a substantial financial impact. HR choices about
hiring, training, and retention have a direct impact on staffing effectiveness, labour costs, and overall
productivity of operations. Good HR practises help create a workforce that is knowledgeable and driven, which
improves revenue creation and organisational effectiveness. HR's emphasis on worker happiness and health
can also minimise attrition, which lowers the expense of hiring and on boarding new hires.
1 Labour Cost as a Percentage of Revenue
"Labour Cost as a Percentage of Revenue" is a crucial financial statistic that assesses how much of an
organization's overall revenue is used to pay for labour costs. This computation is expressing the result as a
percentage by dividing the total labour costs—which include wages, benefits, and other expenses—by the total
revenue made over a given time period. This indicator is very important since it shows how well an
organization's human resources (HR) strategies manage staffing costs in terms of efficiency and effectiveness.
IMPACT:
Because it directly affects the bottom line, effective management of labour expenses as a percentage of revenue
is essential for long-term financial viability. Increasing profitability and general financial health can be
achieved by putting into practise efficient HR methods to optimise personnel levels, boost productivity, and
limit labour expenses.
2 Employee Productivity:
One important element that directly affects a company's financial results is employee productivity. Increased
income and profitability are a result of productive and efficient staff. High productivity guarantees that human
resources are used to the fullest extent possible, optimising their output and value to the company. Employee
productivity and efficiency are major factors in revenue growth. Their ability to finish assignments and
projects on time leads to higher output.
IMPACT:
Increased operational efficiency lowers expenses and boosts profitability for the company. This is directly
related to increased staff productivity, which is supported by strategic HR initiatives including engagement,
training, and good management practises.
3 Training Return on Investment
Employee abilities, knowledge, and skills are greatly shaped by training programmes inside an organisation.
Although most people agree that training has an intrinsic value in improving employee capabilities, its effect
on financial results is an important factor that should be carefully taken into account. The calculation of
training programmes' Return on Investment (ROI) is a tactical instrument for evaluating the observable
advantages and financial consequences of these development projects. The organisation commits resources
when it makes training and other investments in staff development.
IMPACT:
Increasing employee performance and skills can be used to prove a good return on investment (ROI) for
training. This not only helps to justify training costs but also improves customer happiness and operational
efficiency, which benefits the bottom line.

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4 Employee Absenteeism Rates
Within an organisation, excessive absenteeism can have far-reaching effects on overall productivity as well as
financial stability. Beyond just the immediate cost of compensating missing workers, absenteeism can cause
delays in project timelines, disturb workflows, and require additional costs like overtime or temporary labour.
As a result, tackling absenteeism becomes an essential component of human resource (HR) strategy, and
companies frequently implement a range of measures to lessen its detrimental effects on financial results. HR
initiatives aimed at lowering absenteeism often include extensive wellness initiatives. These initiatives, which
focus on both physical and mental health, are designed to support workers' general well-being.
IMPACT:
The financial health of the company is positively impacted by lower absence rates brought about by excellent
HR initiatives, which also lower overtime expenses and boost overall operational stability.
5 Talent Retention and Replacement Costs
High employee turnover rates can lead to significant financial expenses and disruptions to an organization's
operations, therefore retaining current employees is essential to any human resource (HR) strategy. Beyond
the immediate costs of hiring, turnover has a financial impact on additional expenditures related to on
boarding, training, and potential productivity losses throughout the transition phase. As a result, HR tactics
that put a high priority on employee retention are essential to maintaining overall financial stability.
Because it can be very expensive to replace knowledgeable and experienced workers than it is to keep them,
it is especially important to hold onto top talent.
IMPACT:
The financial stability and long-term performance of the company are positively impacted by the
implementation of effective HR policies for talent retention, which also lower replacement costs and provide
continuity in knowledge and experience.

H0: There is no relation between HR Strategies and Finance Strategies in the business while expansion
H1: There is a relation between HR Strategies and Finance Strategies in the business while expansion

SUMMARY
Groups Count Sum Average Variance
Column 1 5 0 0 0
Column 2 5 0 0 0
Column 3 5 0 0 0
Column 4 5 2 0.4 0.8
Column 5 5 8 1.6 4.8
Column 6 5 8 1.6 2.8
Column 7 5 28 5.6 16.8
Column 8 5 38 7.6 0.8
Column 9 5 58 11.6 18.8
Column 10 5 158 31.6 18.8

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Source of Variation SS df MS F P-value F crit
Between Groups 4337.6 9 481.9556 75.77918 2.73E-22 2.124029
Within Groups 254.4 40 6.36
Total 4592 49

Rejection Region

-2.12 2.12 2.73

Conclusion:
F observed > F Critical
In this statistical analysis, a significance level 𝑖. 𝑒. (α) of 0.05 is used. The F observed value obtained is 2.73,
exceeding the critical F value of 2.12. As a result, the null hypothesis (Ho), which suggested no relation
between the HR strategies and Finance Strategies in the business while expansion will be rejected.
As the F observed is greater than F Critical value, the F observed lies in the rejection region. Hence, it can be concluded
that the HO is rejected.
This implies that there is a significant relation between the HR strategies and Finance Strategies in the
business while expansion.

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CONCLUSION
To sum it up, our deep dive into how Business Performance connect and influence a potential restaurant
expansion has uncovered some noteworthy insights. The initial puzzle faced by the restaurant owner, juggling
Financial, Marketing, and Human Resource management, has found some solid ground through our ANNOVA
tests. These results really drive home the point that understanding these management areas is key for making
smart strategic decisions.
The first big takeaway is that the stuff that influences customers' choices plays a massive role in how
restaurants get picked. Knowing and dealing with these customer factors is like the groundwork for any plans
to grow the restaurant. It's basically understanding what customers want before thinking about making the
restaurant bigger.
Next up, our findings show that how you market your restaurant isn't just about getting more customers. It's a
big player in deciding how the money is managed and how the team is put together. Successful marketing isn’t
just about bringing in customers; it's also about making the right money moves and having the right team in
place. It's like the beating heart of the whole restaurant operation.
Also, the connections we saw between how money is managed and how the team is handled highlight a need
for a joined-up way of thinking about management. Money decisions and team decisions go hand in hand, and
a smart strategy looks at them together. It's about making sure that the financial side and the team side are on
the same page for steady growth.
The positive links we found—between Marketing and Finance, Marketing and HR, and Finance and HR—
really stress the importance of looking at the big picture when thinking about growing. This isn’t just about
one strategy; it's about all of them working together. It's like a well-choreographed dance of strategies.
Given all this, we strongly recommend the restaurant thinks seriously about making plans for expansion. The
numbers and relationships we dug up don't just hint at potential benefits; they practically shout that a
coordinated strategy is the way to go. By bringing together money, marketing, and team decisions, the
restaurant isn't just making customers happy; it's setting the stage for a bigger and better future.

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IMPLEMENTATION STAGE AFTER CONCLUSION
In response to our research findings, we have initiated the initial phase of our strategic implementation,
focusing on the pivotal role of marketing in the context of potential expansion. Recognizing the intricate
relationships between marketing, financial management, and human resources, we have taken a deliberate step
towards enhancing our online presence.
Through regular and purposeful posts on our social media pages, we aim to not only attract and engage our
current customer base but also to create a narrative that resonates with our envisioned growth. The decision to
share tempting offers, insights into our restaurant's ambiance, and featured recipes aligns with our
understanding that marketing is not only a tool for customer attraction but also a driver of financial decisions
and a contributor to positive team dynamics.
This strategic move represents more than just an online presence; it symbolizes our commitment to a
comprehensive and interconnected management approach. Our objective is to foster customer loyalty, drive
financial success, and cultivate a positive work culture within our team. By leveraging the power of social
media, we believe we are laying the groundwork for sustained expansion.
As we progress through this implementation stage, we anticipate that our efforts will not only strengthen our
current position in the market but also serve as a precursor to the envisioned expansion. This marks the
beginning of a coordinated and holistic approach, where marketing is not isolated but an integral part of a
broader strategy. We are optimistic that these efforts will contribute to a successful and sustainable expansion
in the near future.
Further we advised the restaurant, to contact the local food bloggers to come and visit the restaurant post the
restaurant’s feedback on their official food blogging accounts to have a good reach and they will help promote
the restaurant.

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MEASUREMENTS AND ASSESSMENTS AFTER IMPLEMENTATIONS
After implementing our strategic initiatives, we've closely monitored their impact, observing a noteworthy
uptick in online engagement, positive customer feedback, and heightened interest in our offerings.
Key performance indicators such as likes, shares, comments, and click-through rates have all displayed
positive trends, signifying a strengthened connection with our audience. This digital interaction has not only
bolstered our brand visibility but has also cultivated a more favourable perception among potential customers.
Building on this positive momentum, we propose a strategic expansion of our offerings. Introducing a mocktail
bar, broadening our cuisine beyond Chinese and Punjabi, and incorporating new signature dishes align with
evolving customer preferences and position us as a versatile dining option catering to a wider audience.
The favourable word of mouth generated through our online endeavours, coupled with the enriched menu, is
anticipated to translate into increased foot traffic and inquiries. Customers are actively seeking diversity and
distinctive dining experiences, and this expansion strategy aims to meet those expectations, fostering a broader
customer base and heightened loyalty.
In summary, the success of our initial implementation underscores the importance of a comprehensive strategy
integrating marketing, financial, and human resource considerations. Looking ahead, the proposed expansion
into a mocktail bar and the diversification of our cuisine represent strategic manoeuvres to capitalize on this
positive momentum. We are optimistic that these actions will not only contribute to sustained growth but also
position us as a preferred destination for a variety of culinary experiences.
After the implementation was done for the same, the company show a sharp rise in the number of customers
visiting the restaurant as well as the restaurant’s social media accounts especially Instagram.
Following is the photo of different insights that we collected through the Instagram account of the restaurant
Ready Platter.

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The above insights were taken to see the changes in different factors like followers, location of the audience,
Age range of the audience, gender of the audience and the time that the customers prefer to visit
Growth sections shows about the fluctuation in followers where it is visible that 3 followers were gained and
also on the other hand we lost 3 followers.
Potential visibility of the page from viewers we got was major in the cities like Vadodara and Ahmedabad
following with Panchmahals, Surat, and Rajkot.
The major age of the page visitors was between 18-24 years which shows that this generation started showing
interest in the post that we suggested to the restaurant.

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PHOTOS

This snapshot captures the inviting ambiance of the restaurant's recent transformation. Soft side lights
illuminate cosy tables adorned with stylish bulbs, creating a warm and welcoming atmosphere. The walls
feature inspiring prints, including one that encourages guests with the message, "Hausla Rakh, Paneer
Aayega." The overall effect is a delightful blend of modern charm and motivational vibes, making this
restaurant more than just a dining spot – it's an experience.

Rather than sticking into just Punjabi and Chinese cuisines we had started the basic social media initiative by
posting new food items as shown above viz., Garlic Bread and Spring Rolls

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To align with new social media trends, making more customer visits and attract Gen-Zs, took initiative and
came up with making memes and posted it on social media like Instagram and Facebook.
Company Visit Photographs:

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REFERENCES
1. Park, Sungbeen & Song, Sujin & Lee, Seoki. (2017). How Do Investments in Human Resource
Management Practices Affect Firm-Specific Risk in the Restaurant Industry? Cornell Hospitality
Quarterly. 58. 193896551770453. 10.1177/1938965517704532.
The restaurant industry hesitates to invest significantly in human resource management (HRM) due to
uncertainty, operational issues, and limited finances. This study explores how positive and negative HRM
practices affect a firm's unsystematic risk. Positive HRM practices show no significant impact, while negative
practices exhibit an inverted U-shaped relationship with unsystematic risk, supporting stakeholder theory,
desensitization theory, and slack resource theory.

2. Mulyani, Sitti Rizki and Ridwan, Muhammad and Ali, Hapzi (2020) Model of Human Services and
Resources: The Improvement Efforts of Silungkang Restaurant Attractiveness on Consumers. Talent
Development & Excellence, 12 (1). ISSN 1869-2885
Silungkang Restaurant specializes in Silungkang regional cuisine from West Sumatra. The management,
equipped with various authorities, undergoes SWOT analysis for both internal and external factors. Attracting
a broad consumer base is crucial for meeting company targets. Achieving this involves delivering satisfying
services to customers. The company emphasizes the importance of high-quality Human Resources (HR),
attained through careful employee selection and clear job descriptions to ensure efficient operations and goal
attainment.

3. Dogan Gursoy & Nancy Swanger (2006). Performance-enhancing internal strategic factors and
competencies: Impacts on financial success. School of Hospitality Business Management, Washington
State University, Todd Hall 470, Pullman, WA 99164-4742, USA
This study investigates how internal strategic factors, as perceived by managers, influence the financial
performance of service organizations. Through a survey of middle and upper managers in service companies,
the study identifies four key factors—sales, R&D and distribution, information technology, and human
resources—that significantly impact company financial performance among the seven factors analysed. The
implications of these findings are discussed.

4. Eunju yoon & SooCheong Jang (2013). The Effect of Financial Leverage on Profitability and Risk of
Restaurant Firms. Department of Restaurant, Hotel, and Institution Management, and Dietetics,
Kansas State University & Department of Hospitality and Tourism Management, Purdue University
This study examines the correlation between return on equity (ROE), financial leverage, and firm size in the
restaurant industry from 1998 to 2003, utilizing OLS regressions. Findings indicate that, during the test period,
firm size had a more pronounced impact on ROE than debt use, with larger firms earning significantly higher
equity returns. Additionally, smaller restaurant firms, despite lower financial leverage, were found to be
significantly riskier than their larger counterparts. The study underscores the dominance of the size effect in
understanding the relationship between ROE and financial leverage in the restaurant industry.

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5. Yinyoung Rhou & Yoon Koh. International expansion of U.S. full-service restaurants: Positive and
increasing effects on financial performance. Department of Hospitality and Tourism Management,
Virginia Tech, Blacksburg, VA 24061, USA & Conrad N. Hilton College of Hotel and Restaurant
Management, University of Houston, 229 & C.N. Hilton & College, Suite 236, Houston, TX 77204,
USA
Contrary to common belief, this study reveals that full-service restaurant companies experience improved
performance with increased international expansion, especially when international stores constitute 8.3% of
total units. This effect is less significant for U.S. quick-service restaurant companies. The study attributes these
differences to the varying degrees of tacit knowledge required by the two types of companies. Full-service
restaurants benefit more from accumulated tacit knowledge, resulting in a sustainable competitive advantage
over quick-service counterparts, which rely on easily transferable and standardized knowledge.

6. Reimers Imke, Xie Claire Chunying (3 Apr 2018). Do Coupons Expand or Cannibalize Revenue?
Evidence from an e-Market. Management Science (January 2019)
Coupons have been a marketing staple for years, but their impact on sales remains unclear. We created a
consumer demand model to explore if coupons help firms attract new customers without losing revenue from
existing ones. Analysing e-coupon data for restaurants, we found that coupons boost demand during and
slightly after the promotion, indicating potential price discrimination benefits. Profits generally increase with
coupons, but the impact varies based on each firm's characteristics.

7. Harvir S Bansal, Morris B Mendelson & Basu Sharma (2001). The impact of internal marketing
activities on external marketing outcomes. School of Business and Economics, Wilfrid Laurier
University, Waterloo, Ontario, Canada N2L 3C5, Faculty of Business, University of New Brunswick,
Saint John, New Brunswick, Canada E2L 4L5 & University of New Brunswick, Fredericton, New
Brunswick, Canada E3B SA3
In a service-focused economy, organizations need to attract and keep customers for a competitive edge. This
requires prioritizing internal customer well-being, backed by evidence linking a firm's success to internal
marketing practices. We propose a model connecting six key internal marketing practices to external customer
satisfaction and loyalty through positive internal customer attitudes, ultimately influencing positive behaviours
towards external customers.

8. Manuel Rivera, Robin B. DiPietro, Kevin S. Murphy, Christopher C. Muller (2008). Multi‐unit
managers: training needs and competencies for casual dining restaurants. International Journal of
Contemporary Hospitality Management ISSN: 0959-6119
This paper investigates training needs among multi-unit managers (MUMs) in a large casual dining restaurant
organization through a case study of 71 MUMs. The study reveals significant differences in perceived training
needs for current roles and promotion, particularly in finance, marketing, and human resources. The research
emphasizes the impact of human resources training on Mums’ competence and confidence. The findings offer
insights for developing effective training programs and improving human resource practices in multi-unit
restaurant organizations.

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ANNEXTURES
1. Location preference:
o Within 500m
o 500m-1km
o 1km-5km
o Above 5km
o No specific location preference
2. Food options:
o Panjabi food
o South Indian
o Chinese
o Continental
o Italian
o Mexican
o Korean
o French
o Mediterranean
o Thai
o Spanish
3. Time preference:
o Breakfast
o Brunch
o Lunch
o Evening snacks
o Dinner
4. Discount and offers preference:
o Yes
o No
5. Which marketing channels do you find most influential in your decision to purchase from our
company?
o social media
o Newspaper
o leaflets
o email
o blogs
o websites
o online ads
o word of mouth
o if other (specify):

6. Has the expansion influenced your loyalty?

o Yes
o No

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7. Likert:
Satisfaction
Taste
Food options
Hygiene
Services
Offers
Marketing
Product prices
Experience
Problem solution
Expansion

8. According to your current condition of restaurant, are you willing to expands the business?
o Yes
o No
9. What do u think this hiring process will help you on financial condition after training and
development?
o Yes
o No
10. Licence
o FSSAI
o Eating house
o Health and trade
o Liquor
o GST
o Environmental clearance
o Fire and safety
o Lift
o Signage
o Music
o Stocks and establishment
o Insurance
o Halal

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