Mumbai Food Stalls

Prin L.N. Welingkar Institute of Management

Development & Research

L. Napoo Road, Matunga (C.R.)

Mumbai - 400 019

PROJECT SYNOPSIS

BUSINESS ANALYSIS OF F&B OUTLETS IN THE MUMBAI

SUBURBAN SYSTEM

PROJECT ASSOCIATES

JOY FALCAO ( PG 13 ) SHOBHIT BAKLIWAL ( RM 1 )

SHOAIB MEMON ( PG 28 ) KRISH DESAI ( RM 5 )

PRISOOMIT NAYAK ( PG 31 ) PRERNA PAWAR ( RM 12 )

RAHUL SHANBHOGUE ( PG 49 ) ABHISHEK TANDON ( RM 19 )

Project Mentor

Prof. Victor Manickam

BUSINESS ANALYSIS OF F&B OUTLETS IN THE MUMBAI SUBURBAN SYSTEM

2 | P a g e

TABLE OF CONTENTS

Sr. No. Particulars Page No.

1 Executive Summary 1

2 Introduction to the Project 5

3 Research Process 6

4 Secondary Research & its inferences 8

5 Primary Research 11

6 Observation & Findings 12

7 Analysis & Inferences 27

8 Recommendations 30

9 Appendix 31

10 Summary Output 42

11 Bibliography 43


3 | P a g e

EXECUTIVE SUMMARY

With the Indian economy slowing down due to the global financial crisis and

rising fiscal deficit, it is imperative that we buck up our services sector which

accounts for more than 50% of the GDP in which the F&B forms an integral

part of the services pie . For millions of Mumbaikars commuting by the

suburban trains, good quality food at railway stations still remains a distant

dream. Indian Railways owns and manages one of the largest Railway

networks of the world with over 64,000 Route kms. and 7,000 stations.

The Mumbai Suburban Railway is a mass transit system serving the Mumbai

Metropolitan Region. It is part of the public transport system of Mumbai, is

provided for by the state-run Indian Railways' two zonal Western Railways

and Central Railways. The system carries more than 7.24 million commuters

on a daily basis. The Indian Railway Catering and Tourism Corporation’s

(IRCTC) plans to give the food stalls at stations a makeover has hit a

roadblock. The railway ministry has decided to take the catering business

away from the profit-making public sector undertaking (PSU).

The management of IRCTC has alleged that the vendor lobby, which has the

financial muscle, is responsible for shunting out the corporation. “Out of the

400 stalls in the Mumbai suburban section, only 55 were handed over to

IRCTC after the catering policy of 2005. The vendor lobby has been putting

pressure on the political leadership and the decision to remove IRCTC seems

to be politically motivated,” said an official. But, a railway board member

refuted the allegations. “The decision is not at all a political one, but it is

purely based on the complaints received by the railway administration,” said

the member. However, the policy changes by railway minister Mamata

Banerjee are likely to affect around 4,500 IRCTC employees. Also, it would

reduce IRCTC, a rare profit making PSU with a profit of close to ` 50 crore in

the last financial year, into just another organisation with losses.


4 | P a g e

The Railway Board, in its revised policy announced that has suspended

catering operations of the Indian Railway Catering and Tourism Corporation

Ltd. (IRCTC), an award-winning government agency, on railway platforms.

The policy says catering services handled by the IRCTC will now be returned

to the zonal railways. The idea is to improve the quality of food available on

railway platforms. This means 120 IRCTC stalls on the Western Railway

(WR) and 88 on the Central and Harbour lines will have to shut down. While

private stalls have been functioning for a long time, the IRCTC had set up

food stalls only two years ago to provide commuters with quality snacks,

prepared and packed hygienically.

The Railway Board had in October 2009 asked the IRCTC to float tenders

inviting private players to set up stalls at railway stations. Owners of the

existing private stalls protested against this saying it would take their business

away. They approached the Railway Ministry and demanded that the catering

policy be reviewed and they be allowed to run all stalls on railway platforms

without IRCTC in the picture.

The new policy now says the zonal railways will be responsible for ensuring

that standards are maintained and policy directives complied with. “We are

only implementing the ministry's orders,” a Railway Board official said

requesting anonymity. The Central and Western railways will now have to

select professional catering contractors and train people for the job. The

IRCTC, meanwhile, will handle only food plazas, food courts and fast-food

units. There are only four of these in Mumbai-at Chhatrapati Shivaji Terminus

and Mumbai Central--and 90 units across India.

The IRCTC has been trying to standardize the prices of tea and coffee sold at

suburban railway stalls. The revised policy does even not talk about 5,000

employees of IRCTC who worked at the food stalls. The IRCTC pays the

Western and Central Railways ` 2.5 crore each, every year, for using their

platforms and trains. Private stall owners owe the IRCTC and the Railway

Ministry ` 16 crore.


5 | P a g e

INTRODUCTION TO THE PROJECT

There are in total 600 food stalls in the Mumbai suburban section in which 55

were controlled by IRCTC and remaining by Private Contractors and Zonal

Railways respectively. The main purpose of our project is to find out average

daily sales of food and beverage at Mumbai suburban railway stations. We are

carrying out this research to get an idea about the most preferred food item (on

Mumbai suburban railway stations) among the “Mumbaikars”.

We have also focused on the “PEOPLE” factor involved. We have covered all

the issues related to employee salary & bonus, working hours and working

condition of the employees. We conducted both primary research and

secondary research. The research is done on 32 prominent suburban railway

station covering the length and breadth of Mumbai.

Primary research data was collected through questionnaires and Secondary

research, on the other hand, was done through research journals and websites

including www.indianrail.gov.in.

The project tries to find out the sales trends at railway food stalls and thus

giving us the finer details of the consumption patterns at different railway

stations. It also covers the comparison of the eating habits at Central line

railways stations vis- a-vis the consumption patterns at Western line railway

patterns.

We had our various perceptions at the beginning of the project but during the

course of the project we busted various myths about the F&B consumption

habits at Railway stalls.

http://www.indianrail.gov.in/


6 | P a g e

THE RESEARCH PROCESS

Descriptive Research

Descriptive research, also known as statistical research, describes data and

characteristics about the population or phenomenon being studied. Descriptive

research answers the questions who, what, where, when, "why" and how...

Descriptive research includes surveys and fact-finding enquiries of different

kinds. The major purpose of descriptive research is description of the state of

affairs as it exists at present. The main characteristic of this method is that the

researcher has no control over the variables; he can only report what has

happened or what is happening. It attempts to discover causes even when they

cannot control the variables.

1. Identification of the Problem

We used several sources like the Internet, Magazines and Government Offices

to get information on the railway. We realized that IRCTC a body which

provides catering services to the Rajdhani and Shatabdi and also runs food

hubs has been told to shut down its stalls and hand over control to private

contractors.

These private contractors could be inexperienced and well connected and

hence got this new rule permitted. We thus decided to meet officers from The

Western and Central Railway Catering Departments.

2. Observation and Description

We got data on the total number of stalls under each unit and also the total

revenue under each unit. We also found out what norms are set by the railway

and understood the way the railways administer these processes. Out of the

secondary data, we realized that the western railway has lesser number of

stalls and commuters than the central railway but still has 2.5 times the profit.


7 | P a g e

3. Construction of Hypothesis

Our hypothesis was that if private contractors ran stalls on both the Railways

then the sales performance should be the same as each railway as both

railways sell the same products and at the same price.

4. Testing of Hypothesis

In order to test the hypothesis we visited a few stations and also the FDA.

From the stations we realized that the one major deciding factor that affects

sales is the freshness of food plays a vital role in the sales as Western

Railways are not permitted to use LPG cylinders. This further invalidates our

hypothesis as Central Railway has an added advantage to it.

5. Preparation of Questionnaire

We prepared a questionnaire with an objective to analyze the sales

performance and also get an idea of the total revenue that a stall earns. We

also want to find out how performance of a stall and the business in general

can vary on various qualitative parameters. We also wanted to study the effect

of employee performance on the business on the basis of salaries given to

them and working conditions. We designed the questionnaire with 30

questions in a sequential order to get correct information.


8 | P a g e

SECONDARY DATA AND INFERENCES

A) Background of stalls on Western line and total passengers

Total commuters on Western Line : 3.3 million

Total stations under Western jurisdiction : 33 (Churchgate to Palghar)

Total no. of stalls in Western Line : 300 (approx.)

Average tax rate charged per stall : 12% (on total revenues earned)

Total profit earned by Western Railways : ` 25 – 30 Crores annually *

* As quoted by Western Railways Authorities.

B) Background of stalls on Central & Harbour line and total passengers

Total commuters on Central Line : 3.8 million

Total stations under Central jurisdiction: 76 (Central + Harbour)

Total no. of stalls in Central Line : 340 (approx.)

Average tax rate charged per stall : 13% (on total revenues earned)

Total profit earned by Central Railways: ` 10 Crores annually **

** As quoted by Central Railways Authorities.

Our Analysis:

Total number of commuters travelling on the Western line is lesser than the

number of commuters travelling on Central line. The western line also has

lesser number of stalls in comparison to stalls on the central line, which means

that there is more number of stalls on the central line catering to a larger mass

of passengers. Even so, the total profit earned by Western Railways is close to

three times more than what the Central Railways are earning. What could be

the cause?


9 | P a g e

SECONDARY DATA ANALYSIS

1. Number of commuters travelling daily:

Western Railway : 3.3 mn

Central Railway : 3.8 mn

2. Number of railway stations:

Western Railway : 33 (Only up to Palghar)

Central Railway : 76 (Central + Harbour)


10 | P a g e

3. Distribution of Railway Stalls amongst the stakeholders:

4. Railway Stall Density:

Western Railway : 9.375 stalls/station

Central Railway : 4.276 stalls/station


11 | P a g e

THE PRIMARY RESEARCH

The sample size was to be divided into 15 stations each totally covering 30

stations and 82 stalls in such a way that most stations that followed different

patterns were traced. The western railway and central railway under the

survey have 32 and 76 stations respectively catering to 6.9 million commuters

with 300 and 350 stalls respectively. The stations visited are:

Stations at Western (No. of

Stalls)

Stations at Central (No. of

Stalls)

Churchgate (6 stalls) CST (6 Stalls)

Charni Road (3 Stalls) Sandhurst Road (2 Stalls)

Mumbai Central (4 Stalls) Byculla (3 Stalls)

Lower Parel (2 Stalls) Diva (2 Stalls)

Dadar Western (4 Stalls each) Vashi (4 Stalls)

Bandra (5 Stalls) Kharghar (3 Stalls)

Santacruz (2 Stalls) Nerul (3 Stalls)

Andheri (4 Stalls) Belapur (3 Stalls)

Borivali (3 Stalls) Panvel (3 Stalls)

Mira Road (3 Stalls) Chembur (2 Stalls)

Bhayender (3 Stalls) Wadala (2 Stalls)

Vasai Road (3 Stalls) Kalyan (2 Stalls)

Virar (3 Stalls) Thane (3 Stalls)

Dahisar (1 Stall) Dombivali (2 Stalls)

Dadar Central Railway (4 Stalls) Ghatkopar (2 Stalls)

Each member had covered 10 stalls on an average and spent 30 minutes with

the workers and the managers eliciting information. The insights given by the

managers and suggestions were noted down and used to give

recommendations. The data that was collected was fed into an excel sheet in

the binary format. The total weights to each question were given and average

ratings were given. The revenue was the fed and the total revenue per stall

and in general was noted down. Such a method is very good for analysis and

presentations of findings in an organized way.


12 | P a g e

OBSERVATIONS AND FINDINGS

1. Ownership of stalls:

Majority of the stalls are owned by Private Contractors. Very few of the stalls

are being owned and monitored by the Railway authorities. A miniscule

percentage of stalls are under the possession of a private railway body IRCTC.

2. Operational years:

Most of the stalls owners are old and have had possessions for more than 5

years.


13 | P a g e

3. Average Salary Earned by Stall Workers:

Most of the stall employees on an average earn salaries between ` 3000 and `

5000. From a total of 83 stalls that we interviewed, as much as 54 stalls had

employees earning salaries up to ` 5000 in a month. A very low margin of

workers had the luxury of earning higher salaries.

4. Average number of customers a day:

There were some stalls that catered to more than 600 customers daily but on an

average there were around 200-300 customers that were being catered to by every

stall. The stalls that served more than 600 customers a day were mostly located at

crowded stations like Borivali, Thane etc.


14 | P a g e

5. Daily average sales of individual products:

At the start of the survey, we expected maximum sales to be generated by

Wada pav, samosa pav or even Ragada pattice. However, it turned out that the

maximum sales was generated by Pop Corn. Even Mineral water was a

surprise. Branded products had very limited sales.


15 | P a g e

OTHER OBSERVATIONS

Number of Stalls Observed : 83

Distribution of Stall Ownership

Regulatory Body for Food Quality


16 | P a g e

On what basis is the rent paid

Average Salary of Employees at various food stalls


17 | P a g e

Average working hours of employees

Average number of customers per day


18 | P a g e

Number of stall where salary has increased: 23

From the above, we can infer that 23 out of 82 stalls have increased their

salaries which means around more than quarter of the surveyed stalls have

increased their salaries.

Number of stalls which pay a bonus: 38

From the above, we can infer that 38 out of 82 stalls have paid a bonus which

means close to half of the surveyed stalls have paid bonus to their employees.


19 | P a g e

Number of stalls which provide accommodation: 53

From the above, we can infer that 53 out of 82 stalls provide accommodation

which means around 64% of the surveyed stalls provide accommodation.

Number of stalls where number of customers have increased over the last year: 38


20 | P a g e

From the above, we can infer that in 38 out of 82 stalls customers have increased

over the last year, which means close to half of the surveyed stalls have been able

to increase their customers.

Number of stalls where the sales have increased: 37

From the above, we can infer that in 37 out of 82 stalls sales have increased over

the last year which means close to half of the surveyed stalls have been able to

increase their sales.

MAJOR REASONS FOR CONSUMPTION OF A FOOD PRODUCT

TASTE 29

PRICE 23

FASTER TO SERVE 41

PORTABILITY 14

OTHER OPINIONS 225


21 | P a g e

FREQUENCY OF QUALITY AUDITS

ONCE A YEAR 14

TWICE A YEAR 4

ONCE IN TWO YEARS 1

OTHERS 20


22 | P a g e

BASIS OF RENT

REVENUES 15

FLOOR SPACE 28

OTHERS 40

EMPLOYERS

CONTRACTOR 77

RAILWAYS 6


23 | P a g e

TERMS OF EMPLOYMENT

PERMANENT 21

CONTRACT 62

REGULATORY BODY

IRCTC 6

ZONAL RAILWAY 43

FDA 20


24 | P a g e

VARIANCE OF SALES WITH RESPECT TO STATIONS


25 | P a g e

PEAK TIME AS A PERCENTAGE OF TOTAL WORKING HOURS


26 | P a g e

OVERALL IMPACT OF INDIVIDUALS PRODUCTS ON TOTAL REVENUES


27 | P a g e

ANALYSIS & INFERENCES

Co-relationship between average number of customers and revenue

Correlation Coefficient, R = 0.545

There is a moderate co-relation between the average number of customers and

revenue per stall. This means that as the number of customers go up the revenue

of the stall increases though it could be also dependent on other factors like location

of the stall, purchasing power of the customer .

Co -relation between average salary and average revenue per employee


28 | P a g e

There is a very weak correlation between the salary and revenues per stall. The reason

could be that salaries are independent of the revenue generated by the employee.

If the two variables were dependent, then the employee would be motivated to sell

more.

Multiple regression between average revenue and quality parameters

Correlation Coefficient = 0.254865

Variables Co-efficient P Values

Intercept( K ) 5326.228343 0.012591

Taste( X1 ) 240.3841615 0.497593

Price( X2) 211.3178547 0.445046

Faster to serve( X3 )

-625.9995558 0.03333

Portability( X4) 245.6828347 0.37321

From the above table, we get the equation ,

Revenue, Y = 240.38 X1 + 211.32 X2 – 626 X3 + 245.68 X4 + 5326.22

We also conclude, on the basis of p values that the factor “faster to serve” is the one

that affects revenue.

Co-relation between tenure of ownership and average revenue per employee


29 | P a g e

Co-efficient of co-relation = 0.412

This means that as the tenure of ownership of a stall increases the revenue per employee

increases moderately. This is because an experienced stall worker will sell more than a

non-experienced stall worker, if the stall size and location are the same.

Co-relation between Average salary per employee and total number of employees

Co-efficient of co-relation = 0.337

As the revenue increases the number of employees increase and at the same time the

Average salary should increase indicating that stalls with more employees give more

salary to their employees.

Here we see a moderate co-relation between the two variables indicating other factors

apart from number of employees like stall location.


30 | P a g e

RECOMMENDATIONS

1. The products currently sold in the food stalls are majorly those which

appeal to people with a low disposable income, viz. gulab jaamun, boondi

ladoo, cakes etc. which appear stale at first place. The product line and the

prices are decided by the Railway officials. Railways should also include

products like Franky, burgers, slushes etc. which would also appeal to people.

2. The preparing methods of products like ragda pattice, samosa, vada etc.

are highly unhygienic. There should be norms set in such places, like renting

out hygienic places, use of hygienic ingredients, water, usage of gloves by

stall employees, more frequent and genuine quality audits.

3. Norms should be set to standardize the wages of the employees. At

present, the average working hours of a railway employee is 11-12 hours, and

their average salary is ` 2500. The wages should be increased to a reasonable

level and other incentives like medical and health benefits, frequent bonuses,

overtime allowance should be offered.

4. Outdoor advertisement should be allowed on the stalls so that there can be

mutual benefit for the stall and the railways. The stall will also be more visible

and thus be better for sales. Also this revenue generated by the stall can be

invested in employee benefits, whereas, the railways revenue should be used

to pay for security of citizens.

5. The railway stall owners at Western railway are currently not allowed to

use LPG cylinders to avoid accidents. Such a policy should be imposed on the

Central railway. The stall owners should use a cooking range so that they can

cook food at the stall itself and thus serve fresh food. The freshness of the food

and its aroma will attract more footfalls and at the same time increase per

customer and total revenue.


31 | P a g e

APPENDIX

Station: Platform No: Stall No:

Note: Please encircle the relevant option, don’t use the tick mark.

Railway Stall Employees

Question 1: Of the following, who owns this particular stall?

Question 2: If a private contractor owns the stall, what is his name?

Question 3: Since when has the contractor owned the stall?

Less than a year Between 1 to 3 years Between 3 to 5 years More than 5 years

1 2 3 4

Question 4: Is there any regulatory body for food quality?

Yes No Don't know

1 2 3

If the answer for question no. 4 is Yes, then answer questions 5, 6 & 7 else proceed

to question no. 8

Question 5: Which is the regulatory body?

IRCTC Zonal Railway FDA

1 2 3

Question 6: Are any quality audits conducted by the regulatory body?

Yes No

1 2

IRCTC Private Contractor Railway Authority

1 2 3


32 | P a g e

Question 7: If yes, then how often are the quality audits carried out?

Name Of The

Authority

Once in a

year

Twice a year Three to Four

times a year

Others

IRTC 1 2 3 4

Zonal Railway 1 2 3 4

Private Contractor 1 2 3 4

Question 8: On what basis is the rent paid?

Revenues Floor Space Don’t Know

1 2 3

If answer to question no. 8 is option 1, then ask question no. 9, or else ask question

no. 10

Question 9: What percentage of revenue do you pay as the rent?

8% - 10% 10% - 12% 12% - 14%

Don’t Know

1 2 3 4

If answer to question no. 8 is option 2, then ask question no. 10, or else proceed to

question no. 11

Question 10: What is the rent per square feet of the floor space?

Question 11: How many people are employed by this stall?

Question 12: Are they given any health benefits?

Yes No

1 2

Question 13: Who employs the workers?

Contractor Zonal Railway

1 2


33 | P a g e

If the answer to the question 13 is 2, then answer question no. 14 else answer

question no. 15

Question 14: Are the employees on the Zonal Railways Payroll

Yes No

1 2

Question 15: Are the workers employed permanently or on contract basis?

Permanent Contract

1 2

Question 16: Are you satisfied with your current job?

Yes No

1 2

Question 17: In what range is the average monthly salary for an employee?

Up to ` 3000 Between ` 3000 & ` 5000 Between ` 5000 & ` 8000

1 2 3

Question 18: Has the salary increased over the last year?

Yes No

1 2

If the answer to question 18 is yes, then answer question 19 else answer question 20

Question 19: To what extent has the salary increased?

Up to ` 200 Between ` 200 and ` 500 Above ` 500 Others

1 2 3 4

Question 20: Is a bonus paid to the employees?

Yes No

1 2

Question 21: Does your family stay here?

Yes No

1 2


34 | P a g e

Question 22: Is accommodation provided by the owner?

Yes No

1 2

Question 23: Is food provided by the owner?

Yes No

1 2

Question 24: Do you get holidays?

Yes No

1 2

If the answer to question 24 is yes, then answer question 25, else answer question 26

Question 25: How often do you get holidays and what is the duration?

Question 26: How many hours does an employee work per day?

8hrs - 10hrs 10hrs - 12hrs 12hrs - 14hrs Others

1 2 3 4

Question 27: What time does your stall start?

4:00 am 5:00 am 6:00 am Others

1 2 3 4

Question 28: What time does your stall close?

11:00 pm 12:00 am 1:00 am Others

1 2 3 4

Question 29: During which hours of the operation is the business maximum?


35 | P a g e

Question 30: What is the average number of customers per day?

Question 31: Has the average number of customers per day increased over the last year?

Yes No

1 2

If the answer to the previous question is yes, then answer question 32 else answer

question 33

Question 32: What are the causes of increase in customers?

More commuters Better Quality More Variety Others

1 2 3 4

Question 33: Have you tried to attract more customers than your competitors?

Yes No

1 2


question 36

Question 34: Have your efforts been successful?

Yes No

1 2


question 36

Question 35: In what ways have you people tried to attract more customers?

Up to 200 200 – 400 400 - 600 More than 600

1 2 3 4


36 | P a g e

Question 36: Data regarding the food items sold daily

Particulars Average No. of

Units Sold Daily Unit Price (`) Locally Made Revenue (`)

Pop Corn

Dabeli

Wada Pav

Samosa Pav

Puffs

Cream Roll

Cold Drink (200 ml)

Cold Drink (500 ml)

Mineral Water

Sandwich

Fountain Soda

Packaged Chips

Ragada Pattice

Chocolates

Natural Fruit Juice

Flavoured Juices

Packaged Biscuits

Others

Average Total Revenue per day at this stall `

Question 37: Has the sales’ increased over the last year?

Yes No

1 2


question 39

Question 38: What are the causes of increase in sales?

More commuters Better Quality More Variety Others

1 2 3 4

Question 39: What is the reason for a particular food item to get consumed the most?

Unimportant Important

Taste 1 2 3 4 5

Price 1 2 3 4 5

Faster to serve 1 2 3 4 5

Portability 1 2 3 4 5


37 | P a g e

Question 40: Where are the different products sourced from?

Question 41: Are the prices of different products standardized?

Yes No

1 2

Question 42: If yes, then who standardizes the prices?


38 | P a g e

DATA 1:

Stall Name/ Platform/Stall No. Tenure of

Ownership Revenue per

stall (`) Number of Employees

Revenue per employee (`)

Borivali - 6A - 1 2 8285 5 1657

Borivali - 2/3 - 1 2 9965 6 1661

Borivali - 1 - 1 4 13035 2 6518

Borivali - 4/5 - 3 2 7350 5 1470

Dahisar - 1 - 1 0.5 8860 4 2215

Mira Road - 2/3 - 1 2 5635 3 1878

Bhayender - 6 - 1 2 6425 3 2142

Bhayender - 6 - 5 2 4125 2 2063

Bhayender - 6 - 2 2 6625 4 1656

Vasai Road - 2/3 - 1 2 9160 3 3053

Vasai Road - 4/5 - 2 2 6335 3 2112

Vasai Road - 4/5 - 4 2 5590 2 2795

Virar - 2/3 - 1 2 9660 5 1932

Virar - 2/3 - 3 0.5 5475 3 1825

Virar - 4/5 - 1 0.5 6445 3 2148

Wadala – 3 - 1 7.5 4930 2 2465

Wadala road – 3 - 2 0.5 3970 2 1985

Mankhurd - 1-1 7.5 3770 4 943

Govandi - 2-1 4 3560 4 890

Mankhurd - 2-2 7.5 3400 2 1700

ANDHERI 7.5 5775 8 722

ANDHERI 7.5 6450 10 645

ANDHERI 4 4730 8 591

ANDHERI 2 5720 8 715

SANTACRUZ 7.5 3240 6 540

SANTCRUZ 0.5 4250 8 531

BANDRA 2 4580 6 763

BANDRA 7.5 1595 3 532

BANDRA 7.5 4810 8 601

BANDRA 7.5 5300 8 663

BANDRA 7.5 4070 7 581

DADAR 7.5 3430 5 686

DADAR 7.5 4180 10 418

DADAR 7.5 5250 6 875

DADAR 7.5 4210 8 526

Sanpada 7.5 2000 4 500

Nerul_1_1 7.5 4500 8 563

Nerul_1_2 7.5 4400 4 1100

Nerul_1_3 7.5 4730 2 2365

Nerul_1_4 7.5 7500 2 3750


39 | P a g e

Belapur_1_1 2 8450 12 704

Kharghar_1_1 7.5 3000 3 1000

Kharghar_1_2 7.5 900 2 450

Kharghar_1_3 7.5 2400 3 800

Kharghar_1_4 0.5 7500 6 1250

Charni_Road_1_2 2 3400 3 1133

Charni_Road_2_2 7.5 2900 2 1450

Charni_Road_2_1 7.5 3800 4 950

Grant_Road_1_1 4 4000 10 400

Grant_Road_2_3 7.5 3700 6 617

Grant_Road_3_1 7.5 3350 8 419

Sion_1_1 7.5 2250 2 1125

Sion_2_3 2 2270 4 568

Matunga_C_Rly_2_1 4 2660 4 665

GTB_Nagar_1_1 7.5 3910 5 782

Kurla_3_4 4 5750 7 821

Kurla_7_8 7.5 7630 8 954

Ghatkopar_2_3 4 3155 6 526

Ghatkopar_1 2 2040 6 340

Mulund_2_3 4 4120 5 824

Dombivili_1 4 2020 4 505

Dombivili_2_3 2 1925 2 963

Thane_2_3 4 10085 8 1261

Thane_4_5 2 13250 9 1472

Rahul_Thane_4_5 7.5 8430 6 1405

Rahul_Kalyan_2_3 7.5 3735 3 1245

Rahul_Kalyan_6_7 7.5 4265 3 1422

Krish_Mumbai Central_2_3 7.5 4750 4 1188

Krish_Mumbai Central_1_1 4 5500 2 2750

Krish_Mumbai Central_2_1 4 7000 5 1400

Krish_Dadar(C)_2_1 7.5 6100 3 2033

Krish_Dadar(C)_2_2 2 7000 4 1750

Krish_Grant Road_1_1 7.5 4400 5 880

Krish_Grant Road_2_1 4 4600 4 1150

Krish_Churchgate_1_1 7.5 6500 3 2167

Krish_Churchgate_2_3 4 6800 4 1700

Abhishek_Vidyavihar 4 4735 5 947

Abhishek_Parel 7.5 4875 4 1219

Abhishek_Byculla 4 11876 4 2969

Abhishek_Byculla 7.5 6686 3 2229




40 | P a g e

DATA 2:

Stall Name/ Platform/Stall No.

Average salary (`) Taste Price

Faster to serve

Portability

Avg no of consumers

Borivali - 6A - 1 6500 4 2 1 3 500

Borivali - 2/3 - 1 4000 5 3 2 3 800

Borivali - 1 - 1 6500 5 3 4 3 1000

Borivali - 4/5 - 3 4000 4 3 3 2 900

Dahisar - 1 - 1 4000 4 3 5 5 1200

Mira Road - 2/3 - 1 4000 4 2 3 4 500

Bhayender - 6 - 1 4000 2 4 4 3 500

Bhayender - 6 - 5 4000 5 3 4 1 300

Bhayender - 6 - 2 4000 4 5 5 4 500

Vasai Road - 2/3 - 1 6500 4 5 3 5 1200

Vasai Road - 4/5 - 2 4000 5 3 4 2 500

Vasai Road - 4/5 - 4 4000 4 2 5 3 300

Virar - 2/3 - 1 4000 5 4 4 3 1000

Virar - 2/3 - 3 4000 4 0 4 4 300

Virar - 4/5 - 1 4000 5 4 3 4 500

Wadala – 3 - 1 1500 4 3 5 5 300

Wadala road – 3 - 2 1500 4 4 5 4 300

Mankhurd - 1-1 6500 4 3 5 5 300

Govandi - 2-1 6500 5 4 5 5 300

Mankhurd - 2-2 6500 5 3 5 5 300

ANDHERI 4000 5 4 5 4 500

ANDHERI 1500 4 4 3 4 500

ANDHERI 4000 5 4 3 3 300

ANDHERI 1500 3 5 4 3 300

SANTACRUZ 1500 5 5 3 2 300

SANTCRUZ 4000 4 4 3 4 300

BANDRA 4000 4 6 5 3 300

BANDRA 1500 4 5 4 4 300

BANDRA 1500 4 3 3 3 300

BANDRA 1500 4 5 4 4 500

BANDRA 4000 5 4 4 3 300

DADAR 1500 4 4 3 4 300

DADAR 1500 5 4 4 2 500

DADAR 1500 4 5 3 3 500

DADAR 1500 4 4 3 2 300

Sanpada 4000 4 4 5 4 300

Nerul_1_1 4000 4 3 5 4 300

Nerul_1_2 4000 4 4 5 4 300

Nerul_1_3 4000 4 4 5 4 300

Nerul_1_4 4000 4 4 5 4 300

Belapur_1_1 4000 4 4 5 4 100


41 | P a g e

Kharghar_1_1 1500 3 3 5 4 100

Kharghar_1_2 4000 4 3 5 2 100

Kharghar_1_3 1500 3 3 5 4 100

Kharghar_1_4 4000 4 4 5 4 100

Charni_Road_1_2 1500 3 4 3 2 300

Charni_Road_2_2 1500 3 4 4 3 300

Charni_Road_2_1 1500 3 3 3 2 300

Grant_Road_1_1 4000 3 4 4 2 500

Grant_Road_2_3 4000 3 3 3 3 500

Grant_Road_3_1 1500 3 3 3 3 500

Sion_1_1 4000 5 2 3 2 100

Sion_2_3 4000 5 3 5 2 100

Matunga_C_Rly_2_1 4000 4 5 2 3 100

GTB_Nagar_1_1 4000 5 3 5 2 100

Kurla_3_4 4000 5 3 5 5 300

Kurla_7_8 6500 5 2 5 5 500

Ghatkopar_2_3 4000 4 4 4 4 300

Ghatkopar_1 4000 4 5 5 4 100

Mulund_2_3 4000 5 5 5 5 100

Dombivili_1 6500 5 3 5 2 300

Dombivili_2_3 4000 4 5 3 3 300

Thane_2_3 6500 3 5 1 4 500

Thane_4_5 6500 3 3 3 3 500

Rahul_Thane_4_5 6500 3 3 4 4 500

Rahul_Kalyan_2_3 4000 5 5 5 5 300

Rahul_Kalyan_6_7 4000 4 4 5 5 300

Krish_Mumbai Central_2_3 4000 5 3 5 3 300



Krish_Dadar(C)_2_1 4000 5 4 5 2 800

Krish_Dadar(C)_2_2 4000 4 4 5 5 500

Krish_Grant Road_1_1 4000 3 4 5 3 1000

Krish_Grant Road_2_1 4000 5 5 5 2 1200

Krish_Churchgate_1_1 4000 5 5 5 4 500

Krish_Churchgate_2_3 4000 5 5 3 4 500

Abhishek_Vidyavihar 4000 4 5 5 3 800

Abhishek_Parel 4000 5 5 5 3 500

Abhishek_Byculla 4000 3 5 4 1 900





42 | P a g e

SUMMARY OUTPUT

Regression Statistics

Multiple R 0.254864643 R Square 0.064955986 Adjusted R Square 0.016382271 Standard Error 2517.019054

Observations 82

ANOVA

df SS MS F Significance F

Regression 4 33888384.04 8472096.01 1.33726618 0.26375583

Residual 77 487824638.8 6335384.92

Total 81 521713022.9

Coefficients Standard Error t Stat P-value Lower 95% Upper 95%

Lower 95.0% Upper 95.0%

Intercept 5326.228343 2084.646242 2.55497947 0.01259136 1175.16742 9477.28927 1175.16742 9477.289268

Taste 240.3841615 352.7221682 0.68151135 0.49759267 -461.975395 942.743718

-461.975395 942.743718

Price 211.3178547 275.2807241 0.76764494 0.44504581 -336.836088 759.471798

-336.836088 759.4717977

Faster to serve -625.999556 288.8836388 -2.16696092 0.03332993

-1201.24036 -50.75875

-1201.24036 -50.7587496

Portability 245.6828347 274.294509 0.89568995 0.37320996 -300.507303 791.872973

-300.507303 791.8729727


43 | P a g e

BIBLIOGRAPHY

Websites:

www.marketresearch.com

www.frost.com

www.imrbint.com

www.indianrail.gov.in

www.irctc.co.in

Books:

C.R.Kothari, Research Methodology – Methods & Techniques, 2009

Articles:

Source: Hindustan Times

http://www.marketresearch.com/

http://www.frost.com/

http://www.imrbint.com/

Mumbai Food Stalls

Documents

Transcript of Mumbai Food Stalls