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
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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
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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.
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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.
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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.
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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.
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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.
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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?
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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)
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3. Distribution of Railway Stalls amongst the stakeholders:
4. Railway Stall Density:
Western Railway : 9.375 stalls/station
Central Railway : 4.276 stalls/station
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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.
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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.
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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.
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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.
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OTHER OBSERVATIONS
Number of Stalls Observed : 83
Distribution of Stall Ownership
Regulatory Body for Food Quality
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On what basis is the rent paid
Average Salary of Employees at various food stalls
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Average working hours of employees
Average number of customers per day
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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.
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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
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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
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FREQUENCY OF QUALITY AUDITS
ONCE A YEAR 14
TWICE A YEAR 4
ONCE IN TWO YEARS 1
OTHERS 20
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BASIS OF RENT
REVENUES 15
FLOOR SPACE 28
OTHERS 40
EMPLOYERS
CONTRACTOR 77
RAILWAYS 6
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TERMS OF EMPLOYMENT
PERMANENT 21
CONTRACT 62
REGULATORY BODY
IRCTC 6
ZONAL RAILWAY 43
FDA 20
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VARIANCE OF SALES WITH RESPECT TO STATIONS
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PEAK TIME AS A PERCENTAGE OF TOTAL WORKING HOURS
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OVERALL IMPACT OF INDIVIDUALS PRODUCTS ON TOTAL REVENUES
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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
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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
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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.
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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.
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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
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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
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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
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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?
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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
If the answer to the previous question is yes, then answer question 34 else answer
question 36
Question 34: Have your efforts been successful?
Yes No
1 2
If the answer to the previous question is yes, then answer question 35 else answer
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
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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
If the answer to the previous question is yes, then answer question 38 else answer
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
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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?
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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
BUSINESS ANALYSIS OF F&B OUTLETS IN THE MUMBAI SUBURBAN SYSTEM
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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
Abhishek_Byculla 7.5 8700 4 2175
Abhishek_Byculla 7.5 8246 4 2062
BUSINESS ANALYSIS OF F&B OUTLETS IN THE MUMBAI SUBURBAN SYSTEM
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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
BUSINESS ANALYSIS OF F&B OUTLETS IN THE MUMBAI SUBURBAN SYSTEM
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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_Mumbai Central_1_1 4000 5 5 5 5 500
Krish_Mumbai Central_2_1 4000 4 3 5 4 500
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
Abhishek_Byculla 4000 2 5 5 4 1200
Abhishek_Byculla 4000 2 5 3 2 1100
Abhishek_Byculla 4000 5 4 5 4 700
BUSINESS ANALYSIS OF F&B OUTLETS IN THE MUMBAI SUBURBAN SYSTEM
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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
BUSINESS ANALYSIS OF F&B OUTLETS IN THE MUMBAI SUBURBAN SYSTEM
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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
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