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Restaurant Industry in India - Trends and Opportunities
Restaurant Industry in India - Trends and Opportunities
HVS International (India), Mr. Navjit Ahluwalia, Associate Director and Mr. Dushyant Singh, Consulting & Valuation Analyst Research, Report Writing Mr. Shyam Suri, Secretary General, FHRAI Editing, Report Fianlisation Mr. Pooran Chandra Pandey, Assistant Secretary General (Research), FHRAI Hotel Questionnaire & Co-ordination Mr. Raj Rajeshwar Sharma, Computer Data Assistant Design, Graphics, Pre-press & DTP Printed by : Published in April 2004 by: Secretary General, Federation of Hotel & Restaurant Associations of India B-82, 8th Floor, Himalaya House, 23 Kasturba Gandhi Marg, New Delhi - 110 001 Phones : (011) 23318781, 23318782, 23322634, 23322647, 23323770 Fax : (011) 23322645 E-Mail : email@example.com Website : www.fhrai.com © Federation of Hotel & Restaurant Associations of India (FHRAI), 2004 Price: One copy free to concerned FHRAI members. (Additional copies at Rs. 400.00 for FHRAI members and Rs.600.00 for Non-Members.) US$50.00 for foreign dispatches
Table of Contents
1. 2. 3.
Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7 Background Scenario and Numbers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11 Analysis of Questionnaire Responses 3.1 General . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .17 3.2. Trends . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .19 3.3. Financials . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .21
4. 5. 6. 7. 8.
Food Trends-At home and abroad . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .25 International Restaurant Chains & Franchise Opportunities . . . . . . . . . . . . . . . . . . . . . . . .29 What is my Restaurant Business worth? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .35 Conducting a Feasibility Study . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .41 Restaurant Case Studies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .55
Trends and Opportunities 4 .Restaurant Industry in India .
which represents about 15% of the 1100 questionnaires which were sent to our restaurant members. Apart from this analysis. Dushyant Singh. I express my sincere thanks to Mr. We are all aware about the boom in the restaurant sector in India. Managing Director. Vivek Nair. the researchers have also quoted some interesting demographic & economic data about the consumers in India and their expenses on the food services. The statistical analysis in the report has used 165 such responses. These are in the organised sector.Trends & Opportunities has been conducted on our behalf by HVS International (India). HVS International (India) for their work on this study. which is a reputed global consultancy company in the field of hospitality industry. This present study on Restaurant Industry in India . The Indian economy is on a high growth curve and experts believe that the economy can generate an average 8% growth in the GDP on a sustainable basis for the next few years. It also gives average figures of operations and financial ratios for different types and sizes of restaurants.Foreword Foreword FHRAI has been very active in our research studies. FHRAI 5 . both independent and in the hotels. The report also gives an insight on how to carry out valuation of restaurants and feasibility studies. Some facts and figures on the operations of restaurants in India have been given in this study from a questionnaire response from FHRAI hotel and restaurant members. Associate Director & Team Leader and Mr. The report also has four case studies. There is also information on global trends in the restaurant industry and names of multinational brands which are active in India and elsewhere. which narrate actual experience of 2 failed and 2 successful restaurants. One anecdotal evidence suggests that about two new restaurants are opening in Delhi and Mumbai every week which makes it as 100 new restaurants in the year in these cities. Analysis of these cases should help new entrepreneurs in a better understanding of the factors. Mr. Navjit Ahluwalia. which need to be examined carefully in a new restaurant project. but we have done this first research project on the restaurant industry in India. particularly in the metro cities and other large cities. Consulting and Valuation Analyst. and a huge growth is simultaneously taking place in the unorganized and informal sector also. Manav Thadani. President. This is bound to result in high disposable incomes and higher consumer expenditure in the food service sector. I do hope that our hotel and restaurant members will read this research study with interest and it will benefit them and the new investors in the restaurant sector in their operations and projects. These facts and estimates should be of great interest to new entrepreneurs as well as operators of existing restaurants.
Restaurant Industry in India .Trends and Opportunities 6 .
However. Two of out of every five households in this group eat out at least once a month. There are 100 million 17-21 year olds in India. The reader is advised to read the entire report for a comprehensive view. particularly in Asia. This figure is expected to rapidly increase as a result of the changes in demographic and economic factors which are having a significant impact on the restaurant industry in India.000 restaurants in India in the organized sector. Conclusions for each of these sections are summarised below and discussed in greater depth throughout the report. a large cross section of professionals involved in the industry were consulted for their views. A summary of key emerging global food trends as well as international restaurant chains that provide franchise opportunities for operators in India. we estimate that there are approximately 500. Real life restaurant case studies on both successful and not so successful restaurants. and six out of ten households have a child that was born in the post- 7 .Executive Summary 1. In particular. the pace at which this has taken place in India in the last few years is likely to continue over the next decade and will outpace most other economies in the region. Background Scenario and Numbers Based on projections extrapolated from the Third Economic Census conducted in 1990. Increasing urbanization and rising disposable incomes are characteristics that are common across several emerging economies.000 per month. Eating out has emerged as a trend. Analysis of responses collected via the questionnaire representing a snapshot of trends in the Indian restaurant industry. higher disposable incomes among consumers particularly in the top 25 cities and the trend towards eating out are combining with growth in organized retailing to fuel growth in the foodservice sector. In addition. A guide on how restaurants are valued and guidelines for conducting a feasibility study before opening a restaurant. In addition. There are 10 million households in India with average household income of Rs 46. Executive Summary Purpose of the Study The Federation of Hotel and Restaurant Industries in India (FHRAI) engaged HVS International to research the restaurant industry in India and identify both global and domestic food trends. Merrill Lynch estimates a growth in urban consumption at potentially 20% per annum in nominal terms (16% in real terms) for at least the next 5-7 year period. 165 questionnaire responses from independent and hotel restaurants in India provided the statistical basis for analysis of operations and financials of the existing restaurant industry in the country.000 per month and 2 million households with a household income of Rs 115. The report presents the results of the analysis and includes the following: Background Scenario and numbers which includes an analysis of the demographic changes occurring in India and their potential impact on the restaurant industry. which is prevalent within this elite group.
Restaurant Industry in India - Trends and Opportunities
liberalization era and has grown up with no guilt of consumption. Sales by Indian food service companies totalled Rs 350 billion in 2002. The organized sector is responsible for approximately Rs 20 billion worth of sales. Indian consumers spend only 2.4 percent of their food expenditure in hotels and restaurants (including on premises and take-out sales). American consumers, by comparison spend 46 percent of their food expenditure on away-from-home meals. These demographic numbers represent a young nation which has an increased propensity to spend in restaurant and other food service sectors.
acceptance of new fusion concepts and establishing of the chef entrepreneur. In India multinational restaurant chains had to make a downward price revision and offer more vegetarian toppings to increase sales volume. This led to a dramatic improvement in their performance. They are also adding more spicy items in their menus to satisfy Indian taste buds. International and domestic multi-unit restaurant groups are expected to drive the expansion in the restaurant industry in India. Among the leading trends in this regard would be the expansion of quick service Asian restaurants, fusion concepts, restaurants with a focus on entertainment, and ethnic and regional cuisine restaurants.
Analysis of responses
An analysis of 165 responses out of 1100 questionnaire sent nationwide revealed some interesting statistics: A majority of respondents (53%) were restaurants that achieved an average check of between Rs 200 and Rs 400. The total number of employees employed by 66% of the restaurants is under 40 with only 3% respondents employing more than 100 employees. The sample therefore represented mid-size restaurants, which are a majority in the country. With regards to questions on tip and sharing of tips, 83% of the respondents do not levy any service charge on the restaurant bill. In comparison, 77% of the respondents do not charge a service charge in banquets. A majority of the respondents (60%) have tip pools.
Restaurant Valuations and Feasibility Studies
There have been very few restaurant transactions that have taken place in India till date, largely because the restaurant business has not yet evolved into a mature business. However, we foresee a fair bit of activity in this area in the future: changes in market trends and competition, spurred by a huge expansion in the food service industry in all major metro cities, would cause many restaurants to change hands from one operator to the other. Restaurant valuation is a specialised art and appraisers of restaurant real estate normally consider three approaches to value: the cost approach, the sales comparison approach, and the income approach. Each approach has its own strengths and weaknesses, depending on the age and condition of the improvements and whether the building is occupied by an operating restaurant or is vacant. The cost approach is used to estimate the cost of purchasing a site suitable for restaurant development and building a restaurant on the site, including the cost of
Emerging Food and Restaurant Trends
Some of the emerging culinary trends internationally include the popularity of health foods, use of fresh and authentic ingredients,
Executive Summary
landscaping the site. The sales comparison approach considers recent sales of restaurant properties that are comparable to the subject restaurant property in location, size, and brand affiliation (if the restaurant was in operation at the time of sale). The income approach considers the actual or projected rental income that could be generated by a restaurant business occupying the building. A feasibility study is much more than a sitelocation study - this approach involves gathering and analysing a great deal of information, from demographics to design, which helps the operators make a better informed decision about the potential success of a specific concept at a certain location. In order to establish the feasibility of the proposed restaurant, one must first estimate the development costs of the project. By analysing both development cost figures and current market conditions, and by making adjustments for the specific characteristics attributed to the proposed restaurant (such as location, size, facilities, class and so forth), one will be able to derive an appropriate construction cost
estimate for the restaurant. This investment has to be compared with the returns being indicated by the income and expense statement to evaluate whether or not the restaurant envisaged is financially feasible.
Restaurant Case Studies
Four real life case studies are presented with the attempt to highlight critical factors that determine the success or failure of a restaurant. For each case study, we interviewed the entrepreneur and asked him/her to identify the key lessons learnt in running a restaurant. We describe the experience of each entrepreneur, together with their perceptions of where they were right, or where they went wrong. Two case studies represent entrepreneurs who believed they had the right idea as well as the resources to make a success in the restaurant business, and they succeeded The other two cases highlight some of the factors that did not allow the restaurant to succeed and both of them had to close down. The studies give the factors, which led to the success of these enterprises.
Restaurant Industry in India - Trends and Opportunities
8%) from the 36. However. It is the only country that has experienced acceleration in growth rates of per capita income over the past decade. During 1992-2002. While this is true of China as well. And countries such as Thailand and Hong Kong have seen a fall in growth rates by as high as 6. India's per capita income growth over the past five years (1997-2002) has outperformed that of other developed and major Asian economies. In particular. Just 2. India's per capita income grew by 46% .4 percent of their food expenditure in hotels and restaurants. particularly in Asia. which has grown around the same rate as India. of their food expenditure on awayfrom-home meals. Almost all other economies have shown growth rates lower than India's through the decade.The increase in buying power of Indian consumers is driving the growth in the foodservice sector. 11 . Thus.9 million households . Also. there are other important factors also contributing to this kind of consumption. second only to China. as per figures given above.a rise of 980 basis points (9. India's per capita income grew by about 19% in 1997-2002. This indicates that there is significant scope for the growth of food service sector in India in the years to come. and employment opportunities in this sector should continue to grow in the future as a direct result of the demographic changes taking place.100 basis points (51%) respectively.Background Scenario and Numbers 2. Increasing urbanization and rising disposable incomes are characteristics that are common across several emerging economies. its per capita income growth is not rising as fast as India. The number of working-age adults in the country is rising at a fast pace.4 percent of Indian households earn 50% of India's GDP The top 3. The restaurant industry is an important component of our nation's economy. by comparison. whose per capita income grew by 39% during this period. Merrill Lynch estimates growth in urban consumption at potentially 20% per annum in nominal terms (16% in real terms) for at least the next 5-7 year period. Taiwan comes fourth with a growth rate of 13% during the period. A number of factors are driving increased foodservice sales in India: Growth in personal income.5% growth rate observed during 1982-92. the pace of increase is faster in India than in China. save China. Background Scenario and Numbers Significant economic & demographic facts India has arrived on the global roadmap. American and British consumers. the pace at which this has taken place in India in the last few years is likely to continue over the next decade and will outpace most other economies in the region. Apart from the growth in per capital income.200 basis points (62%) and 5. Indian consumers spend only 2. China has shown a decline in growth rate over the decade by as much as 700 basis points (7%). The only other emerging Asian country that compares with India's growth rates is Korea. spend 46 percent and 29 percent respectively. To put it simply. India is producing a much larger number of young people entering the job market compared to other Asian economies. What explains this phenomenon? The answer lies in the demographic shift that is taking place in India. On the other hand. even with China's vigorous population policies.
5 people in 1998). comparable over time Source: NCAER Income Class* households in middle. upper and high-income segments has grown by 12% annually.6 Upper-middle 9.6 Middle 5. This is a generation that was born in the postliberalisation era and has grown up with no guilt about consumption.5 Lower-middle 0. Approximately 23. Growing number of women in the workforceThe number of dual income households where both husband and wife work is increasing.000 100 Million Have Some 1. comprising the top two social classes in towns having a population of 10 lakh plus. and six out of ten households have a "liberalisation child" (Post 1991).The proportion of self employed in urban India has risen to above 40%.5 -5.Most high income Indian consumers live in urban India. Consumers are also migrating up the income chain .9 people per household in 1990 to 5. finally. as indicated in Table 2-1.000 30 Million Have Nothing 200 700 Source: IMA Research Conversion rate of 1 USD = Rs 46 was used for this table.3 18.4 lakhs). A Hansa Research Group study shows the even in the 'creamy layer'.5 percent in 2000. Approximately 50 percent of households in the high. 17-21 year olds in India.000 per annum.000 40 Million Have More 4.from the "have nothing" to the "have some" to the "have more" to the "have lots" and. 1995-96 to 1998-99 Urban Rural Total Lower -10.The size of the Indian household has declined over the last few years (from 5.000 (Rs.8 -4. Emergence of the Liberalisation ChildrenThere are a 100 million.500 6. According to the National Council for Applied Economic Research (NCAER).7 5. "have all". high income households in urban India grew at over 21. Over 16 percent of the population of Indian women work full-time and spend most of their time away from home.000 (Rs.6 million households have been added to the high. Shrinking household size.6 * inflation adjusted.000 46. upper and middle income groups reside in urban areas. The percentage of Indians living in cities has increased from 19. Urbanisation.000 10 Million Have Lots 12. however. These households have higher disposable income per member and have a greater propensity to spend on food.3 7. The rise of the self employed. Over one-third of urban Indian consumers reside in less than one percent of the total number of cities in India.5% on a compounded annual growth basis between 1995-96 and 1998-99.3 High 21.Trends and Opportunities have an average household income of approximately $35. These numbers for different income groups are given in Table 2-2. in urban India.Restaurant Industry in India . 5.9 percent in 1980 to 30. 40% of chief wage earners The consuming classes consist of 40 million income-earners with a per capita income of $4.5 14. Table 2-2 No of Households by income classes No of Category Anuual Monthly Households Income USD Income Rs 2 Million Have All 30.000 115. the number of 12 . Table 2-1 growth in per capita income by income classes Average Annual Growth in per capita income (CAGR in %). upper and middle income segments of Indian consumers from 1990 to 1998. replacing the employed salary earner as the new "mainstream market". The total number of households in India has increased by less than 3 percent per year from 1990 to 1998.000 16.8 lakhs) and 10 million with a per capita income of $12.9 7. this has been an important factor influencing the trend towards more meals away from home.8 6.6 9.9 8. 1.
The average monthly household income (MHI) of a Platinum household is Rs 23.5. businessman and self employed professionals. In these households the housewife is also highly educated (68 per cent are at least graduates). petty traders. households. Menu diversification. Chennai and Ahmedabad. They missed out since the penetration of one or more of the listed durables was low in these otherwise large metros. Urban Indian consumers are aware of various international cuisines (Continental. the self employed use products much more to signal success. The patterns are indeed very 13 . which reflects the nuclear structure of the families. Thai and Japanese) and an increasing number are willing to try new foods. Only 3. 85 percent of this elite group has its own house and is gradually going in to buy its second TV set. Ahmedabad. 60 percent of this amount is spent to maintain the life and style of the household. eighty-eight per cent of Platinum households' adult members have a college-level degree. Chinese. And. Delhi. Unlike the salary earner.Background Scenario and Numbers in households are shopowners. with media and consumer habits of such individuals and their If you have it then spend it The interesting part is the information that IRS Platinum provides on the monthly family expenditures. but the probability drops down to one out of five. Bangalore. The city's Platinum households have an average income of Rs 24. in spite of their high education. The study was restricted to Mumbai. and Pune the cities having a high proportion of households that satisfied the above criteria. The chief wage earner of the family is highly educated. IRS Platinum defines super rich as any household that has a colour television. Moreover. Mumbai earns the highest (Rs 31.450. Super Rich Defined The Media Research Users Council (MRUC) undertook a study of the incomes and spending patterns of households and called it The IRS Platinum. either full-time or parttime. Delhi is. The average household size is 4. he is predominantly a businessman in Mumbai.High-income Indian consumers are seeking variety in their choice of food. These cities would have definitely qualified by the normal demographic parameters. Well-heeled Capital of India As per the study. every month. Almost all the households in this group have a cable and satellite connection. every second Platinum household is in Delhi.970) and Bangalore earns the least (Rs 20. It is true that today. refrigerator. the city of the super rich of India. washing machine and a car. by far.180). Mexican. These towns account for 39 percent of all the super rich households that reside in urban India today.226 households was surveyed by ORG-MARG on behalf of MRUC to understand the lifestyles of the affluent. Chennai. Italian. A sample of 5. Mumbai comes next. The data collected was then analysed by the Communication Channel Planning (CCP) division of Initiative Media.000. In terms of occupation. It is interesting to note that metros such as Calcutta and Hyderabad are missing from the list. In the other cities he is either an officer or an executive at a senior level.4 percent of the households in those six metros qualified to be included in the Platinum category. However. only 17 percent are working. interestingly enough.
It is. engineering goods alone account for 8 percent of them. However. On an average 61 percent of MHI is spent to maintain the life and style of these elite households.2 per cent) stand out amongst the rest. The expenditure is tracked across 20 heads ranging from the monthly electricity bill to the amount spent on last eating out. The economic census of 1990 divided hotel and restaurant enterprises in two categories. But the 14 . almost 90 percent are tuning into FM. along with the house listing operations of the 1991 population census. IT and software (4. Table 2-3 reflects the break-up of hotel and restaurant establishments for rural and urban India. Number of Restaurants in India It is difficult to assess the number of restaurants in India. It rises to 69 percent in Ahmedabad and drops to 56 percent in Chennai. We believe that the best effort in this regard has been made in the government census. and spends the highest among all cities on maintenance and on travelling and conveyance. In certain bigger cities. unlike the West. Bangalore pays the highest monthly rents. it is the reflection of the Indian economy with 44 percent focussing on the manufacturing sector. Financial services including banks (5. which may also include road-side restaurants and dhabas on inter-city roads and highways. almost all the Platinum households can be easily reached through either the print or the television. therefore.Restaurant Industry in India . on buying gifts and also on charity and donations. Chennai had the highest average monthly telephone bill. Within this. as expected. there is also a requirement of a license from the local police for starting operations. may not be possessing any license. as part of the population census of 2001. predominantly they tune in at home. Likewise. They receive their licenses from the local municipal authority. It has already overtaken Radio (30 percent).5 per cent) and the current favorite. each head accounts for about 5 percent of the total expenditure. In terms of occupation. surprise package is Internet. We have figures available from The Third Economic Census which was conducted in all cities/union territories except Jammu and Kashmir during 1990. but of those tuning in. Restaurant establishments in semi-urban and rural areas.Trends and Opportunities revealing. from any authority. The highest amount goes for monthly provisions accounting for almost 17 percent of the total spend. Own Account Enterprises (OAE) and Establishments (Estt). Radio has lost out (25 percent). The figures of the two categories have been separately given for rural and urban areas. We have not been able to access the economic census which may have been done in 2000. which is mainly a licence from the point of view of health and hygiene. they spend the maximum while eating out. Its residents spend the maximum on personal care products as well as on cosmetics. Platinum households are spending more time on the Internet than on reading. This is the largest skew across all the three sectors put together. On an average. Chennai is the surprise package At city level certain interesting patterns emerged. In terms of their media habits. Table 2-4 reflects data relating to the state-wise distribution of hotel and restaurant enterprises in the country. difficult for anyone to compile statistics of all the restaurants in India. on alcohol and beverages.
000 restaurants qualify as establishments in the organized sector with more than 20 seats.642 21.412 63. the organised sector accounts for only Rs 20 billion.4 242.766 3.426 17.397 3.006 Rajasthan 29. we can presume that the entire figure of 22 lakhs can apply to the restaurant sector.007 52.820 44.174 Meghalaya 2.214 11. Two out of five such households eat out at least once a month.945 27. the number of establishments would have doubled in the 12 years upto 2002.248 Maharashtra 47. There were only nine PFCE segments that have recorded continuous high growth performance and include hotels and restaurants.559 1.044 22.483 98. once again indicating the potential that exists for the food service sector in the country in the years to come.508 94.637 122.200 1.828 Manipur 2. An analysis of National Accounts Statistics data with regards to private final consumption figures (PFCE) reveals interesting insights as well.128 1.Background Scenario and Numbers Table 2-3 No of Hotel and Restaurant Enterprises in India Location OAE % Rural 459. approximately 500.713 26. suggesting a tremendous potential for growth in this area.759 Haryana 11.719 Total 702.9 of India.5 Total 702.093 Kerala 71.929 12.000. It is estimated that Indians spend Rs 350 billion annually on eating out.694 16.246 398 659 36.429 94. the disaggregate data is available up to 2000-01.240 12.306 The eating out culture Eating out has evolved into a popular trend among Platinum households.911 West Bengal 68.374 485. a menu card and waiter service.811 Punjab 10. 1990 Total 592.955 24.522 27.971 Himachal Pradesh 7.5 376.979 Arunachal Pradesh 446 Assam 12. of this Rs 350 billion. categories. Table 2-5 and Table 2-6 illustrate the eating out habits of the sample by city and for the country as a whole.700 14.178 Establishments All 26.421 10.475 14.822 Delhi 10. Moroever.145 34.2 million or 22 Lakh hotel and restaurant establishments in India in the year 2002. with metro cities achieving about 15-20% growth and smaller cites about 5%.931 Karnataka 60.671 26. Although the overall PFCE is available for 2001-02. The results indicated that Bangalore scored the highest in terms of the percentage of respondents eating out more than once a week followed by Kolkata and Chennai.000 or 30. We further estimate that of the total figure. This is highest in Bangalore (43 percent) and lowest in Pune (33 percent).306 % 55.426 Sikkim 261 Tamil Nadu 85.222 Mizoram 1.237 100. Table 2-4 Geographical Distribution of Hotel and Restaurant Enterprises Own Account State/UT Enterprises Andhra Pradesh 69.128 34.538 18.134 42.687 1.6 Urban 243.005 Bihar 39.0 Source: The Economic Census Estt % 133.078.179 Others 1.029 1.0 45.065 794 2.660 52.629 949 1.100 5.0 100.563 Tripura 4. The survey helps in identifying certain trends as regards the use of restaurants and frequency of their use.010 Nagaland 589 Orissa 34.350 28. On a broader level the all India average of respondents rarely eating out was 70%.0 If we assume that there may have been a growth of 6% annually in hotels and restaurant establishments after 1990.740 Gujarat 14.178 65.483 1.704 5.718 21. The national accounts provide disaggregated data for 37 consumption 15 .888 22.078.932 1.189 2.504 96.472 Madhya Pradesh 39.096 Uttar Pradesh 73. the growth patterns would be different for different cities. Another survey that captures eating out habits is the Readership Survey.760 102. As the number of lodging or hotel units in these figures would not be more than 20.322 619 1.917 Goa 1.818 6.599 61. We therefore estimate that there are approximately 2.254 5. For restaurants. an entrance door.968 3.485 376.
5 941 8 6792 57.5 235 10.9 268 6.1 10046 5.3 1232 10.4 253 8.1 Bangalore (000's) % 175 4.5 74 3.4 Hyderabad (000's) % 96 2.5 3800 2.5 Eating Out In Restaurant More Often Than Once A Week Once A Week Once A Fortnight Once A Month Once In 2-3 Months Less Often/Only At Festivals Rarely/Never/Can't Remember Delhi (000's) % 113 1.9 448 4.8 183 2 115 1.6 1611 54.1 675 13.3 318 8.4 319 2.5 9858 5.2 229 5.4 240 3.2 Kolkata (000's) % 260 2.7 579 7.4 14599 8 127822 69.3 492 13.Table 2-5 Dining out Habits for seven Indian Cities Greater Mumbai (000's) % 162 1.4 470 6 495 6.1 Ahmadabad (000's) % 23 0.4 5477 70.7 976 8.1 211 2.3 Source: Readership Survey Table 2-6 All India Urban Dining out Habit Eating Out In Restaurants More Often Than Once A Week Once A Week Once A Fortnight Once A Month Once In 2-3 Months Less Often/Only At Festivals Rarely/Never/Can't Remember Source:Readership Survey All India Urban (000's) % 3068 1.3 65 2.9 Chennai (000's) % 135 2.9 243 10.Trends and Opportunities 16 .7 277 9.3 2283 46.6 293 7.7 281 7.1 3150 73.3 134 3.8 152 3.7 4568 2.6 Restaurant Industry in India .8 47 1.8 2143 23 5442 58.9 277 12.6 80 2.7 320 2.2 362 3.6 271 7.9 1817 49.7 546 11 610 12.2 148 3.4 127 2.6 1143 51.7 139 2.7 228 7.7 Pune (000's) % 34 1.
They are the ones who are more organized to respond to questionnaires. had an average check of between Rs 400 and Rs 650. The majority of respondents (53%) were restaurants that achieved an average check between Rs 200 and Rs 400. of which 90 responses were from the metro cities of New Delhi (18). Multicuisine restaurants. it is important to note that responses for the financial data were not as complete when compared to the general questions. A much smaller percentage of restaurants. Moreover. Mumbai (43). providing us a total of 72 usable responses.100 questionnaires were sent out nationwide to independent restaurants and hotels. About 1. The secondlargest group. had an average check of either over Rs 650 or below Rs 200. 60% of the respondents indicated full liquor service and 5% indicated a license for only wine and beer. Continental Composition of Participating Restaurants The survey indicated that 40% of the respondents were restaurants located within a hotel. as they use a number of central services like a common laundry. in most cases. Kolkata (2). This can also be explained by the fact that large hotels do not maintain detailed/accurate financial break-up of costs by restaurant. 40% of the restaurants that participated in the survey were owned by sole proprietorships.1 GENERAL This study of Restaurant Industry in IndiaTrends & Opportunities is based on data and comments provided by members of the Federation of Hotel and Restaurants Association of India. As the data in the following paragraphs shows. independent restaurants operating a single unit and 19% were multi-unit restaurants operating two or more units.Analysis of Questionnaire Responses 3. a central kitchen. 5% and 6%. A slightly larger proportion (41%) were 17 . comprising 36% of the respondents. serving a variety of cuisine including Indian. respectively. In order to reflect a comprehensive view of the restaurant industry. the respondents belong to the upper end segment of restaurants in India. A total of 165 restaurants responded. 15% were through partnerships and 40% were private limited companies.1-1 on page 18 summarizes the responses to Section I of the questionnaire and provides a view to some important characteristics representative of restaurants in India. followed by Agra (8) and Jaipur (5). 35% of the respondents served no alcoholic beverages. housekeeping and security and. The remaining 75 responses reflected a homogenous mix from 44 cities in India with the maximum responses from Pune (11). Chennai (6) and Bangalore (10). as they are usually trend setters which others follow. Large hotel and restaurant companies were conspicuous by their absence and contributed only 1% of the total responses. This may not be a negative factor for this study. However. we have included comments and data from both chain affiliated and independent restaurants. Highlights & Characteristics Table 3. Analysis of Questionnaire Responses 3. This factor combined with our stringent criteria to accept only validated financial data resulted in fewer responses.
Recorded music (62%) is the most widely used entertainment in the restaurants. Type of Organisation Independent (operates one unit) Multi-Unit (operates two or more units) Hotel restaurants Others Primary Type of Business Fine dining (average check over Rs. had the respondents been skewed towards more recent entrants. In fact. constituted a fairly large segment (17%) of the respondents to the survey. Most of the last two categories must be hotel restaurant. Over one-third of the restaurants responded to having renovated their restaurant in the last one year but an equal number also had not renovated for over three years. The total number of employees employed by 66% of the restaurants is under 40 with only 3% respondents responsible for employing more than 100 employees.1-1 Composition of Participating Restaurants Type of Ownership Sole Proprietorship Partnership Government Owned Private Company Public Limited Company. Japanese. South Indian etc) Coffee Bar Asian (chinese. A majority of restaurants (73%) responded that they did not have a loyalty program. Almost all respondents are open for lunch and dinner. 44% of the respondents are open for breakfast and 13% responded as being open for nearly 24 hours. This is also indicative of the fact that a majority of restaurants responding to the survey (63%) have been in the business for over ten years and only 6% of the respondents have been in business for under two years. The response with regards to the site and building on which restaurants are located drew an almost equal response between owned and leased. A number of respondents (17%) use live bands. As leasing restaurant buildings is a fairly recent trend. Table 3. 200) Limited service (only quick service / fast food) Liquor Service Full liqour Service Only Wine and Beer No alcholic beverages Primary Menu Theme Indian Mughlai Indian Fast Food French / Continental Western Fast Food Regional (eg. we believe a much larger percentage of restaurants do not have any loyalty programs. the percentage of sites leased as opposed to owned would have been higher. 650) Fine dining (average check over Rs. Indonesian. but some hotel respondents may have confused restaurant loyalty program with the hotel loyalty program. The average amount spent per restaurant on renovations was Rs 9 lakh. Korean) Mexican Italian Multicuisine Any other Entertainment in Restaurant Live band / Show Television Monitor Recorded Music All the above mentioned entertainment Any other Site on which restaurant is located Land owned land leased 19 % 40 40 1 41 % 19 39 1 5 % 36 53 6 0 60 % 5 35 22 % 10 9 4 12 4 15 2 4 17 17 % 18 62 2 1 30 % 11 18 . 400) Fine dining (average check over Rs. we assume that.Restaurant Industry in India . 200) Any Other (Average check below Rs.Trends and Opportunities and Chinese. The survey indicated that the majority of restaurants (38%) are between 50 and 100 seats.
Respondents chose business people as their most important customer group.2 TRENDS Section II of the questionnaire was designed to highlight emerging trends within the restaurant industry in India. were the leading motivation factors indicated by respondents. Higher Salary.000 Total no of employees Under 20 20 to 40 40 to 60 60 to 80 80 to 100 Above 100 Last renovation carried out Under 1years 1 to 3 years Over 3 years Total cost of renovating (Lakhs) What services do you outsource/contract ? Cleaning Payroll and Accounting Laundry Marketing Repair and Maintenance Food production Any other Do you have Loyalty program ? Yes No 44 % 96 100 13 4 % 38 31 14 7 3 3 6 % 21 14 18 17 24 25 % 41 13 12 6 3 34 % 30 36 9 20 % 9 52 9 38 7 7 27 % 73 Highlights & Characteristics Below. followed by advertising. The questions covered a wide area ranging from employee hiring and motivation to locations and menu themes for new restaurants. placement agencies and internet sites.000 3. Referrals were ranked as the first choice as an avenue to recruit staff. Some respondents indicated campus recruitments.000 to 2. Restaurant's best estimate of sales if offered in % Take out 5 % Outside Catering Banquet Services Restaurant Opened for Breakfast Lunch Dinner 24 hours (nearly) Number of Seats Under 50 5o to 100 100 to 150 150 to 200 200 to 250 250 to 300 Above 300 Total Square Footage Under 1. we highlight some of the important trends that emerged from the analysis of the responses received.Analysis of Questionnaire Responses Building owned Building leased Number of Years in Business under 2 years 2 to 5 years 5 to 10 years over 10 years 31 27 6 % 14 17 63 3.000 Above 5. followed closely by Growth Prospects. 16% chose Asian and 10% pointed to regional Indian. Almost half the respondents preferred their restaurants to be located in a commercial 19 . 28% of the respondents chose Multicuisine.000 1.000 2.000 to 3.000 4. With regards to what would be their success formula for a new restaurant in terms of menu theme. 17% chose Indian Mughlai.000 to 4. This is perhaps in line with the characteristics of the majority of restaurants participating in the survey More than 80% of the respondents felt that the culture of eating out has increased over the last three years. walk ins and direct applications as other avenues used by them in this regard.000 to 5.
With regards to questions on tip and sharing of tips. have a median charge of 10%. the 23% that do. South Indian etc) Coffee Bar Asian (Chinese/Indonesian/Japanese/Korean) Mexican Italian Multi Cuisine Would you prefer to be located in/attached to A hotel In a commercial Market Residential Area A transportation center(airport.1 0 1 28 26 % 48 14 13 11 % 20 . However a significant 41% did. the median percentage retained by management is 25% as compared to 10% in case of tip pools. railway station) What kind of Restaurant would it be? Fine dining (average check over Rs. as compared to a situation where service is charged and the money distributed more equitably among all staff with the service staff retaining a lower figure (53%). In comparison. However. The survey indicated that the majority of restaurants (38%) would price a new restaurant they opened between an average per cover of Rs 200 and Rs 400. Table 3. A majority of restaurants (59%) responded that they did not import or use imported kitchen or restaurant equipment. where restaurants levy service charge as part of the bill. 650) Rank 2 4 3 1 5 Rank 1 4 3 5 2 Rank 1 3 2 4 5 * Rank 1 5 2 4 3 58 % 6 29 6 17. while 26% preferred to be located in a hotel. 77% of the respondents do not levy a service charge in banquets.Restaurant Industry in India . Over one-third of the restaurants use imported raw food materials and 44% stock imported alcoholic beverages. the median with regards to the percentage charged is 8%.16 16. Interestingly.2-1 Trends as indicated by respondents What avenues do you use to recruit staff Advertisements Internet Sites Placement Agencies Refferals Any Other What do you consider the most important ways to motivate staff Higher salary Flexible working hours Increased training Modern restaurant/ kitchen equipment Growth prospects Any other Who is your most important customer group? Business People Tourists (out of town) Families/housewives Parties for children Young people (15 to 30 age group) Any other Which success factors are most important to you? Quality of food Entertainment Quality of service Promotion/ Marketing Restaurant seting/décor Do you feel in the last three years the culture of eating out has Increased a lot Remained the same Increased marginally Decreased If you were to build another restaurant today(what in your view will be a success formula) ? What would be your Menu theme Indian Mughlai Indian fast food French/ Continental Western Fast Food Regional (eg. were hotel restaurants. Table 3. summarizes the responses to Section II of the questionnaire on the trends.4 % 15 1 5 10 5. Also. Banquets is mostly a hotel activity and it is possible that those who said yes. A majority of the respondents (60%) have tip pools.2-1. Among the 17% who do levy a service charge.Trends and Opportunities market. the median percentage retained by service staff is much higher in the case of tip pools (97%). 83% of the respondents do not levy any service charge on the restaurant bill.
7.8.3. The questions covered the profit and loss account. security) * 1 is the hightest and 5 lowest ** Please see definition of median on page Median 10 % 10 97 29 10 21 . with medians still being the middle value.g.6. 5.and the middle value.Analysis of Questionnaire Responses Fine dining(average check over Rs.5. Medians are used most often as we believe that the median gives less biased results compared to averages which are sum of all figures divided by the number of figures.3. for the most part. while the 17 % 83 8 23 % 77 10 60 % 40 How do you dispose off the service charge? Median ** Retained by Management 25 % Managers 15 Service Staff 53 Kitchen Staff 25 Others (e.9.7. A median is defined as the middle value of all amounts reported for a specific line item. Bills Yes No % of bill amount Do you levy service charge on banquets? Yes No % of bill amount Do you have a tip pool? Yes No 33 38 19 3. In conjunction with medians.6. For example if we received nine responses for number of employees-8.g. cashier. Quartiles divide the responses into four equal parts. 50% of the responses received are below the value and 50% are above. may have reported respectable profits. etc) 10 How do you dispose off tips pools? Retained by Management Managers Service staff Kitchen staff Others (e. 37 % 63 44 % 56 41 % 59 Understanding Medians & Means This section utilizes medians for reporting results.1. For example if a few responding restaurants incurred very large operating losses. 200) Limited Service (all quick service/ fast food) Do you use imported materials? Food and non alcoholic beverages Yes No Alcoholic spirits Yes No Kitchen or restaurant equipment Yes No What is your policy on tips? Do you levy service charge in Rest.220.127.116.11.2.3 FINANCIALS Section III of the questionnaire was designed to capture the financial structure of the restaurants in India. The section below highlights some of the important trends that emerged from the analysis of the responses. 400) Fine dining(average check over Rs. those losses would be divided equally among all restaurants (when using mean calculations) and would reduce the average net profit of the entire group which. Medians keep the results from being skewed by a few abnormal respondents with higher or lower figures. would be the median.5. The "lower quartile" is the value that separates the lowest 25% of the respondents from the sample when arranged sequentially. lower quartiles and upper quartiles are used to give a further description of the sample results. office cashier.these numbers would be arranged sequentially (in order of size) -1. office. security.
In Table 3. The median cost of sales as percentage of total sale was 40%. The median cost of sales as percentage of total sale is 40% The upper quartile of income before income taxes is 11% and the median is 5%. When using medians.3-1 summarizes the responses to Section III of the questionnaire and highlights some 22 . A total of 69 respondents completed the financial section of the questionnaire.638. 50% of all responses fall between the lower quartile and the upper quartile.3-1. the median total sale per seat is Rs 81. It will become evident in reading this report that columns do not always total when medians are involved.659 and Rs 18.Trends and Opportunities upper quartile defines the boundary of the upper 25% from the lower 75%.3-2 presents the income and expense statement of the 69 respondents who provided financial data. The survey indicated that the median for the percentage of food sale to total sale is 76%.494 4. Fifty percent of the responses would fall between the lower and upper quartiles. Stated another way. Median total sales per full time equivalent employee is Rs 311. check for the The respondents reported income before taxes of approximately 5% of sales. Beverage sale accounted for the remainder 24%. Highlights & Characteristics Table 3. The lower quartile would be 25 (25% of the responses would be below 25) and upper quartile would be 75 (25% of the responses would be above 75). respectively. The median per seat for total food and beverage sales are Rs57. The reason behind this is that each line item is analysed separately.974. the median (or middle value) would be 50. the median beverage sales and the median total sales figures reported probably represent the results of three different restaurants. Different sample sizes are one reason why figures do not add up to the total shown.974 3. These two amounts were analysed on a sample of 61 and 40 restaurants respectively. This also holds true for lower and upper quartiles. Table 3. important findings. it is important to remember that the median food sales. Table 3.3-1 Trends as indicating by respondents Median Average Check Median Total Sales per full time equivalent employee Median Total Sales per Square foot Median Income before income taxes as % of total Sales Median Total Cost of Sales In Rs. For example if we receive 99 responses for a specific items and the responses were numbered 1 through 99. There is another reason that columns in the table do not total.51% 40% The median average respondents is Rs 241. which gave us separate food and beverage sales. 241 311. Beverage sale accounts for the remainder 24%.Restaurant Industry in India . The data is presented both as a percentage of total sales and as amount per seat. even thought the sample size of each may be equal. when all amounts are arranged sequentially.564. The survey indicated that the median for the percentage of food sale to total sale was 76%. This figure is based on the 69 restaurants that gave us information for this specific line item.
101 1.3-2 Percentage of Total Sale and Amount per Seat Percentage of Total Sales Lower Median Upper Quartile Quartile Where it Came From Sales Food Sales Beverage Sales Total Sales Cost of Sales Food1 Beverage2 Total Cost of Sales 3 Operating Expenses Salaries & Wages Employee Benefits Direct operating expense Music and Entertainment Marketing Utility Services Restaurant Occupancy Costs Repair and Maintenance Depreciation Other Operating Expenses/ (Income) Total Restaurant Operating Expenses General and Administrative Expenses Corporate overheads Total Operating expenses Interest Expenses Other Miscellaneous Expenses Income before income tax 78% 22% 100% 76% 24% 100% 75% 25% 100% Amount Per Seat (Rs) Lower Median Upper Quartile Quartile 42.638 61.659 18.099 1.515 9.624 30.3-2. Also Income before income tax as a percentage can not be derived from simply subtracting total expenses from the revenues shown above for exactly the same reason.Analysis of Questionnaire Responses Table 3.824 4.453 780 3.570 6.506 3.599 2.731 1.172 24.434 467 640 1.408 6.028 27.824 1. however the total expenses and income before income tax lines indicate the macro picture as indicated by respondents in the survey.322 7.964 2.903 32.268 78.667 1 Food Cost as percentage of Food Sale 2 Beverage Cost as percentage of Beverage Sale 3 Total F&B Cost as Percentage of Total Sale Note: While reviewing Table 3.257 865 582 1.988 12.882 6.235 37.359 3.564 81.607 1.667 25.354 5.869 24.606 1.958 7.917 11. Each revenue or expense line item must be viewed in isolation.476 55.625 3.646 5.994 709 481 1.225 20.392 129 425 1.168 2.284 1. it should be borne in mind that for each line item the number of responses received varied thereby making it necessary to view data in terms of medians and not as averages.527 8.809 706 24.619 1. 23 .679 24.294 57.217 3.116 39.040 44% 37% 47% 12% 2% 4% 0% 1% 2% 2% 1% 3% 1% 37% 3% 1% 45% 1% 1% 2% 43% 32% 40% 12% 2% 7% 1% 1% 2% 2% 2% 4% 2% 30% 4% 3% 49% 2% 1% 5% 40% 38% 40% 15% 3% 9% 1% 1% 3% 4% 3% 5% 4% 35% 8% 8% 48% 3% 2% 11% 18.775 2.415 1.912 291 20.042 970 2.739 925 2.
Restaurant Industry in India .Trends and Opportunities 24 .
beyond all these factors. Chefs are always looking for the next big thing. grains and fish. Example: à la Nobu in London or Felix in Hong Kong PACIFIC RIM "From down under" Australian flavours and food product mixing.LATINO "Cuisine du Soleil" with Chinese cooking styles and some exotic flavours. 25 . The combinations are numerous-Thai and French.Food Trends-At home & abroad 4. With an emphasis on ingredients such as vegetables. American and Healthful and Flavorful Obesity has become a "four-letter-word" for all aspects of the food industry. Sashimi with noodles and vegetables marinated in Wasabi-Soy dressing. Fusion is carefully selecting foods from parts of the world that are not geographically close and combining ones that go well together. Consumers are looking for healthier choices and flocking to flavourful ethnic cuisines such as Asian and Mediterranean foods. Southwest and Asian. The print media and television play a big role in establishing culinary concepts and preferences. Some important demographic changes have emerged in recent times: increased number of working women with little time to cook at home. Food Trends-At home & abroad Introduction When restaurateurs want to spot emerging culinary trends they go to what they consider the ultimate source . a population which is more concerned about its health. with food columnists and TV chefs endorsing one trend over the other. blending cuisines is one of today's hottest culinary concepts. and an increase in disposable incomes. Example: Frangipani at The Oberoi in Mumbai NIPPON . sometimes it doesn't. whether grocery or restaurant-related. the single-biggest factor influencing culinary trends is population demographics. And. However. Indian. Japanese type salads and Ceviche. Example: Mezza 9 in Singapore INDO-LATINO "Cuisine du Soleil" with strong Indian Tandoor preparations and typical herbs and marination. something that will set them apart and put them on the map. East meets West Whether it is called fusion or eclecticism.customers. a population that travels more and is exposed to international cuisine. Hawaiian and Japanese food.SOUTH AMERICAN Lukewarm Sushi. is an indefinable spark that makes one culinary item succeed and another fail. FRENCH THAI European ingredients cooked in Thai style Example: à la Vong (Jean Georg Vongerichten) also coming to India soon. Sometimes it succeeds. cooking fusion with lots of seafood and a Californian spirit. an increase in expatriate population. Anecdotal evidence from restaurant customers is only one way to spot trends. The following section presents an overview of what culinary professionals and industry analysts say are some of today's exciting international culinary trends. Here are some trends: CHINO .
"Roadside cooking being reworked for the Wine Country crowd" is the way San Francisco Magazine (July 26 .Trends and Opportunities these cuisines appeal to the health. Below are some of the current restaurant concepts in USA that are addressing health issues. soups. like Danny Meyer's Blue Smoke. People are starting to say. a dish of freshfrom-the-oven roast chicken. All menu items list grams of calories.but the desire to simplify and slow down is very real. Founded by an executive from yogurt maker Stonyfield Farms. Its name refers to the fact that every week of the year different foods reach their peak of freshness and taste and the restaurant's menu changes and adapts accordingly. and desserts. convenient. Tom Colicchio with Craftbar and Wichcraft. mostly because it has the muscle of Darden Restaurants (Red Lobster. Chains go chic Upscale chefs are opening more casual restaurants in New York.com) is true to its name. Michael Lomaneco at Noche. fats. Bradley Ogden's Parcel 104 in California. carbohydrates. we strive for something we can rely on and hold on to.net) positions itself as a healthy alternative to fast food. simple fare such as brasseries. Bahama Breeze. Accordingly.fitnesscafe. That is not to say fine dining is out.com). The most promising concept.like coq au vin . Back to Basics Although fusion food remains hot in many kitchens." An increase in dining out has also spawned the need for restaurants with casual. entrée salads and sandwiches and from 100 to 200 for appetizers.are really very simple food. The Flex. In India too.onaturals. The eating experience must still be fast. even if it's just a really good sandwich from the local deli. other chefs and industry experts herald the resurgence of simple foods and flavours. Illinois-based The Fitness Café (www. Olive Garden. With three units in the Chicago area. Food and dining are being called upon to be less and do more. is Seasons52 (www.seasons52. People are tired of fusion food because it became confusion food. or a wonderful dark chocolate truffle. bistros and trattorias. The Crunch.as in "comfort food TV" . not dieting. The trend in foods is going back to basics. The owners believe in lifestyle change. Yet it is just as important for it to not only be good value but also provide us with relief and reassurance. Many of the old French classics . healthy. "We've had enough. The trick to a 200-calorie dessert? Each is referred to as a "mini indulgence" and each of the eight small selections fits in a tall shot glass. Florida. "Comfort food" may have become a cliché . The four Maine and New Hampshire units pride themselves on offering all-natural and organic items ranging from steak and chicken to vegan options plus childrens' choices. Wheaton. we have a similar trend with the opening of the health juice café chain marketed under the brand Amoretto's. and The Ironman. Calories typically range from 300 to 375 for entrees. just give me a good steak. protein. Fussy frou-frous and opulence for its own sake are unnecessary. all in the United States) behind it.Restaurant Industry in India . O'Naturals (www. which were witnessed for restaurants in USA post 9/11. Chefs go casual. In difficult times. and fiber and sport names like The Firm. food businesses are responding and reacting in a variety of ways. The test restaurant for this casual dining concept is in Orlando.minded consumer. and if at all possible. It became anything goes with blending of everything.
a St. has almost singlehandedly brought chipotle. but such movements can have residual-to-lasting impact. Mc Donald's Wraps. A YUCATAN RED SPICE MIX WITH TOMATO. the granddaddy of them all. bruschetta. TOASTED ONION ROLL . The premise is that only humans cook their foods and only humans suffer widespread sicknesses and ailments. Heat. LOBSTER BLT . facilitate digestion. with a price tag for sandwich. whether a snack or a full meal. More chains are bringing classically trained chefs on board and are adding culinarybuzzword ingredients to their menu items like sun-dried tomatoes. They are cooking up mac 'n' cheese and pairing merlot with meatloaf and were recently named one of the "Best New Restaurants in America" by Esquire's (November 2003). are selling in huge numbers. AUBERGINE. GOAT CHEESE. soup. sandwiches fit into every aspect of today's lifestyles and are constantly being reinvented. Beverly Hills. Upscale restaurants are adding lots of new twists to this classic sandwich. Even the quick takeout-lunch-at-your-desk has become gourmet and somewhat highly-priced.. as a comfort food or as an adventurous new cuisine experience. BELL PEPPER.Cuba Libre. focaccia. Don't dismiss it in total.. Yes it is extreme. and the cost has risen accordingly. enthusiasts claim. It will have its day in the press and create interest and conversation. CUMIN AND GARLIC IN PITABasilico. and baguette. TOMATO & MAYO ON A SOFT BUN SERVED WITH JERK FRITIES & BACON AVOCADO RANCH OR ADD BACON OR AVOCADO . BLT.Gustavino's. Will it have a lasting impact on cooking and dining? Perhaps. Mumbai …GRILLED ZUCHINI. BELL PEPPERS AND SMOKED SCAMORZA -Olive. Larkspur.Chadwick Restaurant. pesto sauce. New York . this is a style of eating that will not spread to the masses. A growing number of people believe that eating "living foods" extends youth and staves off disease. One of the restaurants getting the most press coverage over "raw" is Roxanne's. they maintain. which are Mexican in origin. Clearly. and a soda between USD10 and USD15.. Another popular raw dining spot is Quintessence in Manhattan which has 3 locations. New Delhi Living Raw Today's food news is filled with the new restaurants and folks devoted to raw food. Philadelphia …RAWAS WITH RICADO ROJO. . Located in 27 . LETTUCE. More important. The Ubiquitous Sandwich Sandwiches are CHIC! From simple to decadent. California-based restaurant recently opened by a former chef from Jardinère and the ex-wine director from The French Laundry. depletes food's protein and vitamin content and concentrates any pesticides. now it's roast chicken with mozzarella and basil on warm focaccia. from calorie-laden to light and healthy. McDonald's. Takeout lunch five years ago was a Big Mac and fries. barbacoa and carnitas into mainstream lingo with their Chipotle Mexican Grill chain. it destroys food's natural enzymes which. Even in India.SWEET PEA REMOULADE ON COUNTRY WHITE BREAD .Food Trends-At home & abroad 2003) characterizes Market. CA . AVOCADO & BASIL. TEMPURA BATTERED FISH BLT WITH BACON. Helena. California it is the first raw restaurant to cast raw as haute cuisine dining. hand-held to knife-and-fork.
Rick Bayless. There is a tremendous future for regional Indian cuisine restaurants.Restaurant Industry in India . there is something for every chef to add to his or her menu. There have been some failures but the success of Mc Donalds. some specifics attributable to restaurants here are: An increasing trend toward vegetarian food and an increasing trend of reduction in red meats 28 . Korean. Fast food is finally here to stay. Food Trends specific to India Although all the above trends being witnessed in USA are applicable to India. Douglas Rodriguez. Nobu Matsuhisa. Jerry Traunfeld. It is. Any new international entrants would ignore this fact at their peril. Burgers. A few who have become international legends are Daniel Boulud. and other exotic cuisines. Alan Wong. An increasing trend of freestanding international cuisine restaurants serving Italian. Thomas Keller. South Indian & Thai continue to dominate the take away business and is growing at double digit annual rates. The spread of Indian fast food as popularised by Haldiram's. Chef-driven Cuisine With such diversity in culinary trends. Chinese. Spanish. Jean Georges Vongerichten. Pizzas. But the real trend may be for chefs to expand beyond what analysts have defined as "what's hot and what's not" and to explore their own culinary creativity.Trends and Opportunities India is also seeing the spread of sandwiches with the opening of Subway and the Irish chain O'Brien. Mediterranean. Thai. There are very few authentic restaurants offering regional Indian cuisine and that is an area that could witness significant growth over the next few years. Charlie Trotter. Pizza Hut and Domino's Pizza have caused some people to eat their words. important to note that the Indian consumer wants "international desi" and that the Indian palate is indeed addicted to a certain level of spice. Floyd Cardoz and Arun Sampanthavivat. however. Nathu Sweets and others continues and remains a very large market. Better Ingredients Savvy chefs have come to the conclusion that they're not going to come up with some brilliant cooking methods. Instead they are concentrating on using better ingredients. Alan Ducasse. Indian Tandoori.
The company's size has helped them export their concept successfully. which has spawned new locations for restaurants in the malls which have developed. more and more international chains will attempt to establish franchise networks. and was the pioneer in doing business through international franchises. Today. Internationally. the growth of multinational restaurant chains and two. which is very popular in the United States.International Chain Restaurants & Franchise Opportunities 5. KFC began venturing overseas in the 1960s. others take their concepts overseas in search of new customers. in this section. this is the list of franchising brands working in the international market and particularly the USA. large chains dominate the restaurant business and stand-alone outlets are a small percentage. We have. while domestic entrepreneurs will try and establish new restaurants under an established brand name. according to The Entrepreneur's Source. the outlook for food franchising in the next decade continues to look strong for savvy restaurant chains. 29 . listed some prominent trends and popular brands within those trends. Café Coffee Day. Franchising. This will not only be a trend prevalent in independent restaurants but will also apply to hotel restaurants. Many of them may not have a presence in India as yet. followed by Subway. As the restaurant industry in India grows. in many ways. Now Subway uses a pioneer program where they encourage American franchisees to find a partner in another country and work to take the Subway experience there. coincided with the revolution that has taken place in the retail space. a small. Whether sandwiches in the Middle East or upscale dining uptown. Subway looked to Bahrain. This section is not an exhaustive list of franchise opportunities but has been provided as a ready reckoner for potential investors looking to invest in a restaurant franchise. the birth of home grown brands like Barista. borders. This has. not counting Canada. While some franchisors grow in their own country and regions. Many hotels that need a "prestige" label are turning to third parties with the right credentials and we will see increased activity in this area in India as well. Subway has close to 800 international franchises. Mainland China and many others. Two types of developments have clearly emerged: one. Moreover.S. International Chain Restaurants & Franchise Opportunities Introduction The last few years have seen significant increase in the number of new restaurants opening in most major Indian cities. oil-producing country in the Middle East in their first exploration outside U. is spreading fast to developing nations. This is partly aided by the strategy that some franchisors are adopting. The list also does not include the more traditional franchise opportunities but is an attempt to highlight the latest emerging companies and trends. McDonalds then started developing aggressively. the number skyrockets to 2.000. If we were to include Canada.
Wagamama. What sets these properties apart from competition is an eating area that is similar to a "sit-down" restaurant combined with goodvalue. Chilli Club. P Chang's. Amoÿ.it. Many are shopping at stores that stock organic and natural foods. Au Bon Pain. 30 . Wingstop. Atlanta Bread Company. Sushi Doraku. Stir fry. Busaba Eathaï. Matsuri. Bert's. Pei Wei Asian Diner. Italian.Restaurant Industry in India . and Potbelly Sandwich Works. Wok Away. La Ferme. Corner Bakery..Dim Sum Court. Some of the chains that have made their mark in this segment are: Healthy Bites. taking cues from ethnic pantries. Nudelland. Great Harvest Bread. wok. Cojean.Cosi/Xando. Cojean. Oh !… Poivrier !. Stir Crazy Café. Nobu. to relax between sales calls. Oh! Bio Mio. Café' de Coral. Bio. Thara Thaï. or to bring a son or daughter for a special lunch. Noodles & Co.Trends and Opportunities 11 Trends & 101 brands… It is important to remember that almost all chains started as stand alone outlets before becoming multi unit ventures. Noodle bar…. Sushi & Soul. Chipotle. Chipotle. we outline some of the significant international trends and brands. Exki. yet low in fat and cholesterol. Asian. There are therefore a number of restaurants that serve healthy.it. Yo China. Culver's. Chowking. House of Bread. Noodles & Co. Briazz. Yo Sushi. Fazoli's. the new neighborhood coffee shops. Sushi Samba. Heartbeat. Baja Fresh Mexican Grill. Via Gio. Jamba Juice. Freshness and quality are the mantras of these menus. Zao Noodle Bar. Some of the chains that have acquired prominence are: Corner Bakery. Enorm. Caribbean cuisine and heat from chilies and peppers dominate. Elephant Jump. etc. Gust. Oriental Bloom. They are the place to meet after jogging. Bert's. New West Ranch House.high in nutrition. Le Pain Quotidien. Bio. Flat Top Grill. … Our own . Azie. Pick Up Stix. Wok Wok. Golden Leaf. Roy's. Cosi. Mongolian Barbecue. Rubio's Baja Grill. Itsu. Mainland China. Robust profiles continue to be a main feature in new menu offerings. Crank's. Southwestern. Lo Sushi. Itsu. Dragon Inn. nutritious meals in a fast-casual format. often. Piadina. Mark Pi. Below. Evo's.F. Panera Bread. Quiet Revolution.La Ferme. These restaurants are quickly becoming Bio / Organic/Fresh A growing number of consumers want foods that are good for them . etc. with a very modest roll-out strategy. Bold flavors are another distinguishing characteristic. Qdoba. to treat an aunt or grandma to a meal out. pan-Asian food has never been more popular. to get together while the kids are at pre-school. Quick / Fast Casual The fastest growing segment of the restaurant industry is the fast casual dining concept. Blue Elephant. China White. Among the fastest growing chains in this category are Panera Bread. Garland. Some of the Asian chains that have gained much popularity are: Big Bowl. sushi & Co … Tasty and healthy. Fresh & Wild. Partie De Campagne. … Noodles. Wok and noodle bars are popping up all over the world be it. Bread Shop. Asia Noria. Sumo. Restaurants in this segment borrow some of their concepts from counter service fast food restaurants like Burger King and Taco Bell and still provide an atmosphere and menu more the likes of casual dining at Chili's or Bahama Breeze. high quality menu items. La Madeleine. Haru Sushi.La Table d'Oliviers & Co.. Heartwise Express. New Culture Revolution. Topz. Cool Basil. Sushi Map.
Itsu. Soup + Salad. Woyton Coffee. Craze.000 coffee vending machines to post a turnover of Rs. Plantaciones de Origen. Soupworks. Cafeterio. Starbucks store traffic has risen between 6% and 8% a year. Coco's (Italie). Expresso Illycafe. and increases foot traffic for all the stores in an area. Its product/service basket not only offers coffee and light snacks but also includes lifestyle merchandise like T-shirts. which does not franchise. the chain has already made its presence in 6 cities with 20 self-owned outlets. Sashi and Syam of Silicon Valley. 400 coffee stores and 3. A typical customer stops by 18 times a month. with existing 30 outlets in 6 cities. etc. Some of the chains that have established themselves internationally as well are: Starbucks. San Francisco Coffee Company. Viva. Lavazza. 6. carrying a by-line 'not just coffee'. Segafredo Boutique. etc. shortens customer lines at individual stores. When the company went public 11 years ago. … Italian … Italian food has been the flavor of the moment for a good few years now. Even in a down economy. With an investment of Rs 70 million. Today the company. no American retailer has a higher frequency of customer visits. Madisons.5 billion by 2004. Skeptics ridiculed the idea of $3 coffee as a West Coast yuppie fad. The strategy is simple: Blanket an area completely. it had just 165 stores clustered around Seattle and in neighboring states. spending just 1% of its annual revenues on advertising. Mc Café. Café Einstein. Java Java. Coffee Republic. Aroma. At the time coffee was a 50-cent morning habit. Scapucci.000 stores in more than 30 countries. and your local diner was the pusher of choice. with 65 outlets already in operation. Café Coffee Day is another name that has made its presence felt. Balzac Coffee. BB's Coffee & Muffins. A new store will often capture about 30% of the sales of a nearby Starbucks. Cafe & Te. Every week 20 million people buy a cup of coffee at a Starbucks. coffee mugs and home espresso machines. Wiener's Kaffeebar. Soup Opera. with three new stores opening every day. but it wasn't so long ago that the only types of pasta available in 31 . World Coffee. It plans for 200 cafés. but the company considers that a good thing: the Starbucks-everywhere approach cuts down on delivery and management costs.International Chain Restaurants & Franchise Opportunities Fresh Choice Express. Souplantation. Caribou Coffee. that just opened its first outlet in Delhi. plans 5 more soon.Testa Rossa Caffébar. Il Caffe Di Roma. (Retailers usually spend 10% or so of revenues on ads. even if the stores cannibalize one another's business. is yet another name that tasted instant success when its cafes opened in India. Soup C°. The Quiet Revolution. Seattle Best Coffee. Diedrich Coffee. Caffe Nero. magazines. Qwiky's. Sales have climbed an average of 20% a year since the company went public. Sweet Tomato. Exki. Il Caffe Di Fiori. Pixx. Café Nescafé. Caffe Ritazza. Malongo. a concept originally conceptualised for the US urban locations by two young Indian entrepreneurs. has over 6. greeting cards.… Black Gold The Starbucks story epitomizes "imagine that" in every sense.Jamaica. Puccino's.) Barista pioneered the café culture in India and rapidly spread nationwide with its 'Espresso Bars'. Columbus Café. when other retailers have taken a beating. Costa Coffee. Perhaps even more notable is the fact that Starbucks has managed to generate those kinds of numbers with virtually no marketing. books.
simple. Pepperoni Grill. to eat out on every dining occasion. that they stand out in a crowded landscape. House Of Blues. BistroRomain. etc. but we believe that in the next few years there will be at least half a dozen restaurants serving bistro food in the country. Some of the chains that one should watch out for are: Mon Ami Gaby. Bravo ! Cucina Italiano. Il Fornaio. Est Est Est. Piatti. Au Pied De Cochon. Pipa Tapas y Mas. Some of the chains that one should watch out for are: Hooter's. Planet Thaï. Indian supermarkets like Crossroads. This is a trend that has not caught on in India so far. They just want it at home. Cosi. Balthazar. Ô Québec. Suva. Mundaka. So how do you break through all of the clutter and capture the attention of customers suffering from sensory overload? By creating experinces that are so distinctive. Compagnie Des Comptoirs. Nilgiri and all major neighborhood grocers now stock Italian pasta brands. etc. … Take Away The term Home Meal Replacement may not always accurately describe today's takeout scenario. Chez Gérard. Pasta consumption has doubled since the 1980s. Kuhunaville. and it is now considered to be American food. Bongos Cuban Café. and cannot afford. … and the United States. Del Arte. Some of the chains that have acquired prominence are: Bahama Breeze. Palomino Euro Bistro. Le Colonial. Strada.. The real action in restaurant convenience meals may come from the specialty market arena. Café Rouge. which debuted in Metairie. etc. Nirvana Lounge. Vinny Testa's..Restaurant Industry in India .. and more marketers competing for their attention than ever. Mimi's Café. Sushi Samba.. Brasseries and bistros offering traditional. Some of the international chains that have gained much popularity are: Maggiano's.Buddha Bar. Oh!. People don't want. Fuzio Universal Pasta. Johnny Carino's. there are many. higher expectations than ever. La Madeleine. Blue Elephant. Samba Room. French food are in vogue.. Zoza's.. La Bodéga Fait Son Cirque. Mignon. Pizza Magia. Los Angeles in July 2003. Spoon Food & Wine. Café Di Fiore. Pasta Pomodoro. Fogo De Chao. Gameworks. so compelling. Bice Ristorante. ESPN Zone. Club Med World.Trends and Opportunities supermarkets were spaghetti and macaroni. especially the high-spending customers who are looking for restaurant food.Poivrier !. Italiani's. Buca Di Beppo. Food World. Timpano Italian Chophouse. … Eat-tertainment… Customers have more choices than ever. Fouquet's. Cucina ! Cucina ! Italian Café. Margarita Ville. French. Although it's true that many consumers want home cooked food. Pasta Basta. Little Buddha Café. etc. Barrio Latino. eaten 1 to 3 times per week. Customers can select some signature Fusion or Mix & Match … Restaurant concepts based on fusion of two cultures or cuisines are very popular in Europe 32 . The Brennan family spent three years developing Foodies Kitchen. Bubba Gump. L'Adresse.Dave & Buster's. Romano's Macaroni Grill. Bodegon Colonial. Carluccio's. Mars 2112. but they want--and have become accustomed to-restaurant-caliber meals. Zio's Italian Kitchen. At least three new Italian restaurants have opened in the capital in the last one year and we are aware of at least two new freestanding restaurants which are planned for opening by early next year.
Mon Ami Gabi. The big brands like Haagen -Dazs. Eurosport Café.etc. Foodies Meal Market. Expresso Illycafé. Casa Sud. La Compagnie 33 .. Ben & Jerry. as well as gourmet grocery items and wines. Chains that have established themselves well are : Medi (NY : Vergé). like Turtle Soup. Most large brands are looking at India with keen interest and it is only a matter of time before some more big brands enter the domestic market.International Chain Restaurants & Franchise Opportunities dishes from Commander's Palace. Famous Daves. Olives. Villazur. Segafredo Boutique. Buca di Beppo's. Le Sud. La Cigale Orientale.. Latina Café. Ben & Jerry etc are all expanding both at home and in international markets. Chili's. Chesterfield Café. Romboust. La Table d'Oliviers& Co. Mövenpick Marché.MCM Café. Tchibo.La Maison de Charly. Some of the chains that are very active in the take out arena are: Bennigans. Café Nescafé etc… Mediterranean Resturants focusing on Mediterranean cuisine are in fashion for their flavorful and healthy cooking. Malongo café. Foster's Australian restaurant.Outback The Big brands are coming ! Des Comptoirs. Some of the chains to watch out for are: Häagen-Dazs Café.
Trends and Opportunities 34 .Restaurant Industry in India .
000. the value of the personal property (furniture. In India. As the net income allocated to the personal property and business is received by the business owner after all Restaurant Valuation Restaurant operators often need to know the approximate value of their restaurant business and/or real estate and personal property. insurance settlement after a fire or natural disaster. leasehold value (the value of the tenant's interest in the lease). but with the advent of large number of shopping malls in metro cities. dissolution of a partnership or sale of stock representing a majority or minority interest in the business. approximately one-half of the restaurants occupy a leased building and land. depreciation and amortization (EBITDA) . What is my Restaurant Worth? This section examines how to value a restaurant business including its real estate and personal property.930. and a return to the business component of the going concern value of the restaurant. the value of the leasehold interest in the real estate has been removed by subtracting rent paid to the landlord from income. Business Value of a Restaurant The table below shows a statement of income and expenses for a hypothetical restaurant. largely because the restaurant business has not yet evolved into a mature business. the historical trend was that the majority of restaurants owned the building and land. In the United States. We believe that the need for valuations will also be driven to a large extent by real estate investment trusts as and when they begin operating in the country. In this example. This is the cash flow available to cover a return of and on the investment in personal property. However. wellestablished chains whose financial statements and restaurant sales are accessible and therefore aid the valuation process immensely. The return requirements for the non-real property components are typically significantly higher than the return to the land and building. Some of the reasons include refinancing of the real estate.equal Rs 1. and the value of the real estate. this is fast changing. Another important factor affecting real estate and restaurant valuation in most developed countries is the presence of large. even if they are not currently contemplating sale of the business. we foresee a fair bit of activity in this area in the future: changes in market trends and competition. 35 . Restaurant value can be separated into at least three components. and settlement of an estate upon the death of an owner. and a small percentage of their holding could be restaurant real estate. and the value of the simple ownership interest in the real estate.before income taxes. and slightly less than one-half own the building and land. Knowledge of value becomes important for a variety of reasons. Real estate value can be broken down further to leased fee value (value to the landlord of the lease encumbering the property). which include the value of the business (business enterprise value). It may be noted that few restaurant transactions have taken place in India till date. spurred by a huge expansion in the food service industry in all major metro cities. would cause many restaurants to change hands from one operator to the other. and equipment).What is my Restaurant Worth? 6. fixtures. The remaining earnings .
and equipment (FF&E).190. may use cap rates ranging from 15% to 25%. fixtures.500 9.000 16% 1.025. In the example above. The following table indicates the value range for the hypothetical restaurant business based on the three scenarios listed above. mature restaurants with a track record of steady cash flows.986 125 296 3.Trends and Opportunities occupancy costs have been paid.000 27% = = = = Value 12. and equipment was Rs 20.000 270.930.955.148.000 3. restaurant equipment has a useful life of ten years. we will assume that the original value of the furniture.000 1. Table 6-2 Statement of Income & Expense EBIDTA Capitalization Rate Optimistic Scenario (Growing) Median Scenario (Stable) Pessimistic Scenario (Declining) 1. good location.062. the risk of the operator is significantly higher than that of the landlord.000 13.050.080.000 4. which must be subtracted from the total capitalized value to isolate the business value. Put simply.000 0 270. profitable operation with new equipment. including rental income attributable to the land and improvements.Restaurant Industry in India .500.000 2.025.930.930.000 4. lenders and appraisers use capitalization rates to estimate the purchase price for different type of income producing properties. A market cap The personal property within a restaurant consists of its furniture. On average.500.725. it is the net operating income divided by the sales price or value of a property expressed as a percentage.000 270. and expectations of strong annual growth in revenue.476 7.000 540.00.000 8. The values shown include the depreciated value of personal property. Stable. Capitalization rates for restaurant businesses with declining revenue may range from 20% to 30% in order to cover the increased risk.000 540.000 15% 8% 2% 4% 2% 4% 35% 0% 2% 0.148 2.000 % of Gross 74% 26% 35% 30% 34% rate is determined by evaluating the financial data of similar properties which have recently sold in a specific market. or 70% depreciated. Depreciation & Interest Ammount 10.000. On a straight-line basis.000 36. Table 6-1 Statement of Income & Expense My Restaurant SALES: Food Beverage (alcoholic) Total Sales Sales per day Covers Per Day APC COST OF SALES: Food Beverage (alcoholic) Total Cost of Sales GROSS PROFIT (Total Sale minus Cost of Sale) OPERATING EXPENSES: Salaries and Wages Direct Operating Expenses Music and Entertainment Advertising & Promotion Utility Services Repairs and Maintenance Administrative & General Total Restaurant Operating Expenses Franchise/Management Fee Licenses Insurance Income before Occupancy Costs Occupancy Costs Earnings before Taxes.930.000 1. fixtures. but annual growth in sales attributable to inflationary menu price increases.550. Capitalization rates for a restaurant operator's invested capital typically fall into one of three ranges: for an efficient.950.500. the value in use of this personal property would be: 36 .000 and it is now seven years old.0% 29% 15% 14% The Capitalization Rate or Cap Rate is a ratio used to estimate the value of income producing properties.000 21% 1. Investors.000 0 3.000 1. a capitalization rate of 13% to 19% is appropriate.
662.662.. New restaurant buildings and the underlying land are often purchased by individual investors or REITs (Real Estate Investment Trusts) at a price that reflects the cost of purchasing a vacant parcel of land and constructing.748. This approach uses only one year of cash flow.000.00. and parking lot. landscaping. Adjustments are made to the sales prices of the comparables to account for differences between the comparables and the subject property. The sales comparison approach considers recent sales of restaurant properties that are comparable to the subject restaurant property in location. fixtures. the above method of valuing a restaurant business will give a "ball park" indication of value. Estimating the Value Of Land And Improvements It is also important to value a restaurant's real estate and improvements.000 x 70% = Rs 14. and the income approach. such as the immediate need for capital improvements. and equipping. the sales comparison approach.148 to Rs 10.500 depreciated value in use Subtracting the depreciated value in use of the furniture. investors purchase restaurants in order to lease them to operators. which may also need to be deducted from the capitalized value of the business and personal property. which does not account for future variation in cash flow. The income approach considers the actual or projected rental income that could be generated by a restaurant business occupying the building. However. depending on the age and condition of the improvements and whether the building is occupied by an operating restaurant or is vacant.00. the value of the business ranges from Rs 5. the building. Cost Approach The first method of valuing restaurant real estate presented is the cost approach. including the cost of landscaping the site.00. Appraisers of restaurant real estate normally consider three approaches to value: the cost approach.500.e. Each approach has its own strengths and weaknesses. depending on the age of the improvements and whether the building is occupied by an operating restaurant business.000= Rs10. The cost approach is used to estimate the cost of purchasing a site suitable for restaurant development and building a restaurant on the site. Rs12. a chain-affiliated restaurant on the site. even if the improvements continue to be used as a restaurant. Typically. There are other variables to consider in the valuation of the restaurant business.Rs14.062. and equipment from the three values indicated in the table above. The value of the improved site and restaurant building components may be higher or lower than the original cost to purchase and prepare the site and build a restaurant building. as opposed to "arm's-length" real estate sales transactions.What is my Restaurant Worth? Rs20. The purchase price is negotiated based on the rate of return required by the investor and the amount of rent the operator of the restaurant business 37 . and may require extensive remodeling to suit the needs of a different owner or tenant if the original restaurant operator vacates the property. Investors often prefer chain-affiliated restaurants because chains have a track record of past success and ample financial data upon which the investor can base the decision to purchase. These sale/leaseback transactions are considered financing vehicles. Restaurant improvements are typically designed to accommodate a specific concept or type of restaurant. i.500 . and brand affiliation (if the restaurant was in operation at the time of sale). size.
For example. when a building is new. However." The appraiser of restaurant real estate most often will provide the client with an opinion of the "value in use" of the property operating as a specific brand or concept. Allocations of sale prices are problematic because business value can make a significant difference in the sale price of an operating restaurant. and occupancy by an owner/operator of the restaurant. Typically. say that two identical fast food restaurant buildings (same square footage and seating capacity) are situated on plots of similar size in a city in USA in front of a Sales Comparison Approach A second method. the appraiser makes adjustments to comparable sale prices for differences in conditions of sale. the selling prices of similar properties. The price paid is an "investment value" rather than a "market value" because the terms of the purchase are tailored to meet the requirements of an individual investor. is often derived using the cost approach. it is appraised as a "going concern. and business value is always problematic. Because a new restaurant building is usually designed with a specific concept in mind. Restaurant properties are purchased in the resale market for two main reasons including anticipation of rental income in the future to the owner of the property (rent to the landlord). This approach is the least reliable of the three valuation approaches when applied to restaurant real estate. Many subjective adjustments must be made to the sale prices of the comparable restaurants to arrive at an indication of value for the subject property. After a restaurant property is four years old. Nevertheless. it is very difficult. visibility. the highest value indication. or market approach. because it is almost impossible to find a sale of a restaurant property that is truly comparable to a subject property. This is true even if the comparable's concept and chain-affiliation are the same as the subject property and the comparable is in the same geographical area as the subject property. allocating the sale price between real estate. and are not necessarily a reflection of what a "willing buyer and willing seller" would agree to in an open market. Until such time that the restaurant operation reaches a stabilized level of revenue.Trends and Opportunities can afford to pay.Restaurant Industry in India . if not impossible. In addition. for the appraiser to truly identify the reasons. based on the sales expected to be generated by the restaurant business operation. the sales comparison approach. location. and volume of business generated by the restaurant compared to the subject property. attempts to value the subject restaurant real estate based on 38 . access. concerns or attractions that motivated the buyer and seller to make their purchase and sale decisions. "Value in use" for a restaurant is based on the premise that the value of restaurant real estate is dependent on the restaurant business producing a revenue stream great enough to cover the return on capital invested in the land and improvements. the cost approach begins to lose its validity. and is identified in the industry as the "full value" of the land and building. personal property. This is the greatest weakness of the sales comparison approach. the sales comparison approach is used by appraisers to derive capitalization rates to be applied in the income approach to value. The income approach carries more weight than the cost approach for these properties. and to provide a range of values for the subject property that can be used as a test of reasonableness for the values indicated in the cost approach and the income approach.
with no additional rent based on a percentage of the restaurant's sales. rent on the land and building ranges from 7% to 10% of the gross sales of the restaurant for fast food or quick service restaurants. The economics of the restaurant business dictate that an operator cannot pay more than 8% of gross revenue in occupancy costs and still have an adequate return of and on the investment in FF&E. which is higher than the cost to buy the land and build a restaurant on it. When the income approach is used to value the land and improvements of a proposed Income Approach A third approach to valuing restaurant real estate is the income approach. If the property is encumbered by a long term lease at below market rent. if the restaurant has ceased operation and is no longer a going concern. and the other building is owned by an independent restaurant operator and is called "Smoking Pizza. 39 . the "going dark" value of the vacant restaurant building may be far lower than the "value in use" when the restaurant was in operation. even if the property is owned by the operator and no rent is paid.What is my Restaurant Worth? neighborhood shopping center. Percentage rent in a food court can be as high as 10%-15%. On the other hand. and in some states personal property.000. the appraiser assumes that the property is rented to the restaurant operator at market rent." The McDonald's property sells for $1. If there is no lease encumbering the property. and an equitable return on the capital invested in the operation of a restaurant business. the sale price represents a "value in use. the income approach to value may indicate a value for the subject real estate. There are exceptions to this range. and the return to the restaurant operator for taking the risk of running a business (business value). It could be slightly higher at 10% to 12% for more upmarket restaurants. If the operating restaurant is paying rent based on a minimum rent plus a percentage of gross sales. the value of the land and building may be negatively impacted. fixture and equipments). as in the case of a food court in a retail mall. the appraiser assumes that the restaurant is leased at a market rent. An assessor is typically instructed to exclude business value so that only the value of the real estate. improvements. In this approach. The difference in sale price may be attributed to business value over and above the value of the land. and FF&E (furniture. This assumption is made in order to isolate the income to the land and building from income attributable to the investment in furniture. Typically. One of the restaurant buildings is occupied by a McDonald's restaurant. but this is mitigated by the large volume of customers generated by the mall retailers and the fact that the restaurant operates in a small space and shares a large dining area with the other operators in the food court." which may be higher or lower than the "market value" of the real estate if it were to become vacant.000 and the other property sells for $750. fixtures and equipment (personal property). There may be different variations but overall rent should be in this range if the restaurant operation is to be successful over the long term. is taxed. Valuing the land and building in use as a restaurant requires knowledge of market rent for similar type properties in the restaurant's neighbourhood. This is an important consideration in valuing restaurant property for ad valorem property tax purposes. Assuming both restaurants are in operation at the time of sale.800.
000 ÷ 9.26. This emphasizes the importance of choosing a capitalization rate that is derived from the market by analyzing comparable sales and interviewing buyers and sellers who are actively involved in the market for restaurant real estate investments.000 Rs9. The combined "value in use" of the land and restaurant building can be approximated by capitalizing the net income stream that would flow to a hypothetical landlord.368 ÷ 10. and management expenses.000 Net Rental Income ÷ Capitalization Rate = Value of the Land & Building Rs9. For example: Annual food and beverage sales Rs 13.0% Net Rental Income Rs 9. the appraiser reconciles the three indications of value. to reach a conclusion of value for the subject property.000 ÷ 10. whether the property is vacant or occupied. However.900 7.Restaurant Industry in India .819.0% = Rs 9.26. a one-percentage point difference in the capitalization rate results in a difference in value of approximately Rs 9.28. and the availability of comparable sales of similar restaurant properties.26.747. Williams.500. Courtesy: Richard D.Trends and Opportunities restaurant. Because the real estate's "value in use" is directly related to the potential revenue generated by the restaurant.260.000 Less: Management Expense @ 2% Rs 18. The key determinant in calculating the value of the subject property is the selection of an appropriate capitalization rate. the valuation of restaurant real estate and business value is complex and dependent on many variables.048 As shown in this example. the indication of value is only as reliable as the projected restaurant's food and beverage sales. HVS International 40 .321. The weight given to each approach to value may vary depending on many factors including the age of the improvements. after the deduction of vacancy and credit loss. or range of values.000 Rs9. assuming the building and land is leased to the restaurant operator at market rent. The projection of stabilized gross sales can be estimated with relative confidence in the case of a chain-affiliated restaurant with a past operating history in multiple locations. projecting revenue for a new restaurant concept requires experience in the restaurant business supported by market research in the area where the restaurant is to be built. In conclusion.5% = Rs 9.26. Complex Valuation After each of the three approaches to value has been considered. the creditworthiness of the restaurant operator. the value derived depends heavily on the projection of the restaurant's stabilized gross revenue estimated by the appraiser.000 Multiplied by rent percentage Annual rent (Potential Gross Income) Rs 9.5% = Rs 8. the length of time the restaurant has been in operation.45.
I have this secret recipé I got from a restaurant in Europe. I took a Cordon Bleu course by correspondence. personality and standards of excellence can make an enormous difference in whether a restaurant sinks or swims. I know someone named Querishi who will be my chef.sometimes in bankruptcy. A feasibility study is much more than a sitelocation study .Conducting a Feasibility Study 7. One way to find out is to conduct a feasibility study. My parents always wanted me to be a great chef. if so. it is anyone's right to go into business just as it is often their privilege to close up shop . which combination of restaurant characteristics offer the best chance for success. Obtaining the information is relatively easy. If even a single one of the above reasons is your prime motivation for going into the restaurant business. To guide operators through this analysis. I know why other restaurants didn't make it.this approach involves gathering and analysing a great deal of information. from demographics to design. (fill in the empty space). we have put together this section which offers a step-by-step process for market research techniques to determine whether a proposed site is suitable for a restaurant and. which helps the operator make a better informed decision about the potential success of a specific concept at a certain location. I often eat in restaurants and know good food. Everybody likes Mughlai (or insert your own cuisine choice) food. I will beat the competition with lower prices. I will not allow tipping. Most restaurants don't open for breakfast. Running a restaurant is no different from any other business. you may be in trouble from the start. I will specialize in …. but turning it into conclusions about the site and restaurant concept is a much more difficult task. and all of those qualities are difficult to measure. restaurateurs need to be as certain as possible that the kind of operation they envision has a very good potential for success at a particular site. I like food. Conducting a Feasibility Study As the costs of opening a restaurant and running it profitably continue to climb. I was successful in an export business. A restaurateur's judgement. 41 . I grow special herbs in my garden. Walk down any block in any reasonably large town in the United States or in Europe where the restaurant Reasons for going into the restaurant business Please tick off whichever of the following are the reasons you know will make you successful in the restaurant business. One business where going broke is easier than any other is the restaurant business. There's this restaurant down the street that went broke and the rent is only…. In a free enterprise society. I make a great Biryani. My spouse is a great cook and will be the chef.
make no record of the sales. If you have to finance 70% to 75% of that. In India we are not so thinly spread at this point in time and there are a lot of opportunities for well-researched concepts. Within three years. it is usually restricted to beer and wine. money in the bank.000. Even taking over leased premises. A liquor license is not a right to print money.00. there always seems to be another entrepreneur to take over and risk life savings in the restaurant business. The chances are that.Restaurant Industry in India . it might end up being less than the amount that could have been earned in interest by leaving the 42 . If they have a liquor license. Also if you have a dream of owning your own restaurant and letting someone else run it for you. You will never know the difference if you are not around to see what's happening.000. Parking is a now a necessity since customers (the family Return on investment Successful restaurants. Décor is bright. What kind of restaurant is for you? One of the earliest decisions you are going to have to make is the type of restaurant you wish to operate. and another one is going to open there soon. before those signs appeared. Other absentee owners think that the restaurant makes money out of liquor so the food operation doesn't matter. The average restaurant that manages to survive might make 3 to 5 paise. Only 20% will survive to their fifth anniversary.00.Trends and Opportunities market is mature and where restaurants are likely to be and you will probably see one or more buildings with signs in the window proclaiming "Opening soon under new management" or "Closed for renovations". the debt service charges (interest and repayment of principal) may put you in the poorhouse before you can start making a reasonable return on your own investment. or high risk. Family or Commercial Family restaurants in India are generally multicuisine type with a medium price range. and making leasehold improvements can require as much as Rs 10.00. about one-third of all restaurants in business today will turn over within a year. another one must have gone broke.000 to 10. However. A reasonably successful one might make 10 paise. might make as much as 20 paise profit on each sale of one Rupee. purchasing necessary restaurant equipment and furniture (FF&E). The restaurant business in most cities is spread so thinly that for any new restaurant to open. very successful ones. a restaurant operated unsuccessfully. but when that 3 to 5 paise is related to the amount of money the owner invested.000 with the median for total restaurant investment being Rs 45.000. beware! More than one absentee owner has gone broke because he or she has allowed the manager to lose money.00. The independent restaurant operator has even more of a struggle than the operator who is part of a chain or franchise. and pocket the cash.00. In our survey.00. And money in the bank requires no hard work.00. In North America. 50% of them will be out of business. "salting the bar" is a classic rip-off by bartenders who bring in their own bottles of liquor. High risk The risk in the restaurant business is high.000. sell the contents. Investment cost To put up a restaurant building on owned land can cost anywhere from Rs 1.000 to Rs 5. For example. the median amount spent of FF&E was Rs 20. 1. long hours.
Hours will depend on the location (for example. or a combination of both. The menu is limited. Location is important as it should have proximity to a residential area or shopping complex. Price range of the menu items has to appeal to the average family income. although luncheon business with lower prices is not precluded.g. Ethnic Ethnic restaurants feature the foods of a specific region or country. Staff are generally friendly and efficient. and the emphasis is on evening meals. Staff training may not be highly critical unless it is a franchise operation where the franchisor generally sets standards of service and food 43 . Speed of service is essential to handle the traffic volume. desserts. Staff are minimally trained. Prices are higher because of the investment required and because of the reduced seat turnover. ethnic restaurants must serve authentic food. Even though the lunch trade is important to such restaurants. Cafeterias often require large preparation areas. Gourmet Gourmet restaurants generally require a higher investment than the others discussed so far. Because of low prices. school. Chinese) to gourmet (e. ethnic food of one type or another can be sold in a fast food format. Staff must be highly trained. in keeping with the greater mobility and changing lifestyles of the urban consumer. Price range can be from budget to elevated. classical French) cuisine. Investment may be high because of décor and trained staff. Self-service is typical in cafeterias with menus somewhat limited but covering soups. entrees. which means food preparation staff must be well trained and knowledgeable. wine. fast food restaurants have mushroomed in the past 20 years. A fast food restaurant has to stay open long hours. Food and beverage offerings must be carefully selected because of the clientele. Fast Food In India. and prices are relatively low. Franchising is prevalent in this type of restaurant. and liquor may or may not be served. Investment is medium to high. Beer. the evening period is often where the emphasis is placed. Success depends on establishing a reputation that will attract repeat business. Décor fitting the ethnic motif is important. office building). This type of restaurant caters to those who require a higher standard and are willing to pay for it. 4. Location is critical to encourage this volume. staff uniforms. You can choose one particular kind of food to feature. Shopping centers and office buildings are good locations.. and beverages. 3. as is menu design. There are some examples of these in Mumbai and Bangalore. Cafeteria Cafeterias require large traffic volumes. 2.Conducting a Feasibility Study unit) generally arrive by car. Ethnic restaurants can run the gamut from family restaurants (e. Location can be variable. 5. To be successful. Operating hours are generally from noon to midnight. Alcoholic beverages are not usually offered. a high traffic volume (pedestrian and / or automobile) is critical. and generally seven days a week. A good variety of wines is essential.g. They require an ambience and décor that costs money.. with leisurely dining an advertising feature. For example. Beer and wine may be offered. but not necessarily highly trained. These restaurants can be eat-in or take-out. and training.
and vice versa. but it is the sense of satisfaction. and colours. salad). You might be wiser to consider locating it in an area where there is a large upwardly mobile population to draw on. Location Your menu can dictate your location. aroma. This balance must also consider what your customers are likely to want. Your menu The type of restaurant you plan to operate can dictate in part the type of menu you must have.Restaurant Industry in India . whether or not you will have customers. 3. and soft drinks. Generally. and color of food. it might not work too well on a busy road. you still have flexibility in other menu items. customers are not irritated by being told that an item they want is not available that day. of having received value for money from your food offerings. vegetables. etc. If all you are selling is burgers. 1. But even sit-down restaurants require different amounts of space. For example. the more varied your equipment will need to be. A cafeteria may only require 10 to 12 square feet of seating area per customer. Commercial and family restaurants also tend to offer common items that customers expect. that is going to bring customers back. even in cases where your restaurant type dictates certain menu items. hot dogs. printing type. This may well attract customers into your restaurant. affects seating area. A cafeteria that has a limited menu may require less food preparation area than a gourmet restaurant with an extensive menu. size. General menu requirements In general terms. as well as the service received. find it easier to write the daily menu on a blackboard. even a seafood restaurant has to offer alternatives such as chicken for those who are not seafood eaters. 2. However. Important aspects of menu composition are the texture. your equipment requirements are minimal compared to a restaurant with 20 or 30 44 . For example. taste. You want a menu that reflects the style and theme of your restaurant. and not just what you think they should have.Trends and Opportunities quality that must be maintained at all times. Some of the more important ones are listed here. nutritious. and varied. 2. 1. flavor. and your selling prices. in large part.. This. some smaller restaurants with menu items limited by season. fries. availability. the more extensive the menu. This way. garnishes. if you are going to open a Mediterranean restaurant. and appearance. complementary food items (potatos. Keep this in mind when you choose your menu design. whereas a fancy dining room may require 15 to 20 square feet. For example. Building Your menu can affect the size of building you require. your menu needs to be balanced. Equipment Your menu directly affects your equipment needs and thus the investment required. Menu presentation Your written or printed menu creates the first impression about what you offer. your range of offerings. Effect of menu on pre-opening decisions Your menu will affect a number of your major pre-opening decisions. in turn. 3. The way you put together all these tangible and intangible ingredients is going to decide. This is particularly true of ethnic restaurants where the people you serve expect to see certain familiar items on the menu. A short-order take-out restaurant will require considerably less space than a sit-down restaurant.
fast food restaurants have menus that allow them to employ lowerskilled employees who are often hired at minimum wage. your menu has a direct impact on your labor cost. you must consider how each type of seafood is to be ordered. 7. whereas a gourmet restaurant's menu will require employees who have more experience. 4. It is assumed that the general location of your restaurant has been selected. the organizational form it will have. décor. Your menu reflects directly on this cost. Do not fall into this trap unless you have subjected the site to some suitability tests. Finding a Site Once you have settled on the type of restaurant you wish to have. For example. you have made a decision about the general area in which you wish to do business.Conducting a Feasibility Study menu items requiring a variety of different cooking methods and possibly even some specialized equipment. your menu is going to dictate the kind of alcoholic beverages you serve. and skills in food preparation and table service and who expect to be compensated with higher pay. or deli. size. Thus. If your investment budget is limited. General suitability A practical general rule is to select a site that suits the needs of the customers who are the 45 . this is not a problem. In other words. you will probably have to simplify your menu to fit what you can afford to invest in equipment. a. You can find a good existing site and plan your restaurant's décor. For some restaurants. 1. People do not generally expect to buy alcoholic beverages in a fast food. Sites are often selected because of their proximity to where the restaurant owner lives or because the premises happens to be vacant or the price attractive. or fast food take-out restaurant. 5. if you plan to serve seafood. Purchasing methods Your menu has a direct impact on your purchasing requirements and practices. The objective in site selection is to find a spot that will bring in the greatest number of customers at the lowest cost to you. and the advisers you need. and how will they be stored before using? 6. menu. Importance of site Site selection can be critical. A fine dining restaurant on the other hand may require a fair variety of wines. For example. you need to seek out a suitable site. The ratio of food cost to retail sales is expressed as a percentage. or limited menu restaurant. and you are now down to the choice of a specific site within that location. and prices to fit that site. Food cost The largest single cost for a restaurant is the food. knowledge. You have two choices. Service Your menu. depending on the laws in your area and for your type of restaurant. combined with the type of restaurant you plan to run. and table settings. furnishings. The other alternative is to know in advance exactly what type of restaurant you want and find a site that fits. usually dictates the level of service you will offer. and specific cut is needed? How will seafood be purchased (fresh or frozen). Alcoholic beverages Finally. In a cafeteria. the customers expect to provide their own pick-up service. Food cost is the price you pay for food in relation to the price you sell it for. In other words what grade.
2. Your market is generally limited to those living in the immediate area and because parking is often a problem you may have to rely on the walk-in trade. It is more art than science. Note. and the effect of any nearby competitors or potential new competitors. the suitability of the site is a critical factor.000 people. the drawing power of other restaurants in the area. 1. but even for the pedestrian it is important. accessibility. Suitability Even with good visibility and easy access. Major shopping malls Major shopping malls are distinguished from neighbourhood markets. c. or a few minutes' drive. Central Business District (CBD) In a Central Business District there are generally more potential customers than in a suburban area. again particularly for those arriving by automobile. 2. in a downtown area you can expect higher rent and operating costs. Neighbourhood Market Neighbourhood shopping centres serve local populations from 50. For many restaurants. customer profiles. Also. b. Site specialists If you are unfamiliar with the market requirements of your particular restaurant.Restaurant Industry in India . The services of site selection companies include analysis of population density. The space required for parking is usually greater than that required for the building. However. 3. Downtown and shopping centres You might also want to compare the pros and cons of a downtown location or a shopping centre or mall in the suburbs. 1.Trends and Opportunities market for your restaurant. what is critical is whether or not these potential customers can be part of your market. and even the specialists can go wrong. Accessibility A second factor in site location is accessibility. Shopping malls serve communities of 50. The last thing you should consider doing when starting a new restaurant (unless you have a lot of money to invest) is buying land and/or an 46 . and are generally between a 10-minute and 40minute drive from residential areas.000 to 200. An ideal situation is where flow in traffic and around the site reduces the effects of such things as right turn restrictions that prevent the motorist from easily approaching the restaurant. Each of these will be briefly discussed. though. from the majority of the population. the average sale you should have per square foot or seat. access and traffic flows. 3. visibility of restaurant and signs. in which case traffic and parking considerations are critical.000 to 500.000 people and are either within walking distance. Accessibility and Suitability Three extremely important aspects of a good site are visibility. then your market must be from people outside the area. If not. and suitability. Renting premises and equipment As a restaurateur. that assessing a commercial site is both complex and tricky. 2. Not all restaurants are suited to that. Visibility. you may want to use a site specialist. chances are you will start your new business in leased or rented premises. You need to be sure of the specifics of the restaurant you are interested in to understand its particular site and market requirements. Visibility Visibility of the restaurant may be more important to the customer who arrives at your front door by automobile than it is for the pedestrian. the greatest site limitation is space for parking.
The lease period is normally less than the building life. most first-time business owners invest far too much money in bricks and mortar (the building) when they should be leasing that asset. an area or a city).g. the value of the future profit of the business that you have worked hard to build up does not benefit you unless the lease is renewed. the reason for being in business. In a lease arrangement. thereby providing a tax saving. their money. and their desire to exchange it for your food and service. c. you may need to use a specialist in market research to provide you with pertinent market information and to develop a specific b.. Market Analysis Before you open a new restaurant. Disadvantages of leasing Some disadvantages of leasing are: a.Conducting a Feasibility Study existing building. some money lenders will not lend to new restaurateurs for the purchase of such assets. c. but the cost of leasing land is tax deductible. Any capital that you might have is then available for investment elsewhere. Any leasehold improvements that you make to the building are generally amortized over the life of the lease rather than over the life of the building. Generally. The cost of a lease may be higher than some other form of financing. A restaurant's market is generally limited to a particular area (e. 47 . for more critical areas of the business. particularly in the early days. This survey will ultimately serve to determine if your sales goal can be met. b. In a similar way. The word "market" is defined in terms of people. Lease payments on a building are generally fully tax deductible. Market analysis Every restaurant must be concerned with its market. It may also be more difficult for you to borrow money with leased premises if there are no assets (other than a lease agreement) to pledge as collateral. if required. Under a lease arrangement you have the obvious advantage of not having to provide capital to buy the property. In fact. Owned land is not depreciable for tax purposes. e. Your borrowing power is freed up to raise money. For a large restaurant. Market analysis is based on the assumption that your restaurant must be developed around the customers' wants and needs in order to satisfy those customers. therefore. and you may not be able to afford the heavy debt load that owning land and / or a building and expensive equipment obliges. have a survey done. and it will aid in your financial planning. It is in these early years that the risk is often the greatest. d. any capital gain in the assets accrues to the landlord and not to you. Even if you are investing your own money. To a lesser degree the same is true of equipment and fixtures. Advantages of leasing Some advantages of leasing are: a. Customers are. you may want to keep some of it in reserve for meeting the losses in the first few months. and it may be further limited by such things as competition and customers' preferences. a. at the expiry of the lease.
2. Identify your trading area In market research. and average annual spending on dining out. Alternatively. do they bring their own meals with them. 2. The definition of your trading area will show you how many people live and / or work within it. it is unlikely an individual restaurant will sell to a broad range of possible users or customers. The product that you sell has a major impact in determining who your customers will be. you could possibly move in and take away sufficient business to thrive. and to show potential lenders that your sales projections are realistic. if a trading area with a target population of 50. education levels. dictate the market segment you are dealing with. But price alone may not 48 . you would have to seriously consider whether a third could survive. then your demographic research must investigate such things as business hours. It is best if you can find a gap that is not being filled by others. sex. and there are already two in the business. a gourmet restaurant will be patronized by a narrower segment of the market than a fast food restaurant. For example.Restaurant Industry in India . eat at company cafeterias. ethnic origin.000 can only support two restaurants of your kind. marital status. Quality Quality of food plays an important role. A standard commercial or family restaurant will cater to a different segment of the population than a restaurant appealing to a specific ethnic group or a health-conscious clientele. c. in-depth market research may be necessary to support your sales projections. if the two already there are surviving only marginally because of poor management or other reasons. you also need to know as much as possible about the demographics of the people living and / or working there. or patronize local restaurants? 4. For example. 1. Analyse the competition For example. Market Research In other cases. If your restaurant is going to cater to the business clientale. and the dining pattern of those employees. Demographics are statistical information about people such as their age. Ask yourself what unique menu items or services you can offer that differ from what others are offering. Research the demographics In addition to knowing the boundaries of your normal trading area. 1. you need to define your restaurant's trading area. number of employees working in the area. average household income. Price Price is also a factor in market segmentation and can. b. That does not mean these people will all be customers of your restaurant. Find a gap If you find that you are going to be competing in a market that is successfully filled by other restaurants. 3.Trends and Opportunities market forecast and action plan to serve that market. Market Segment These questions are very broad in nature and need to be refined to produce more specific information that allows market segmentation. In other words. and because of competition from other restaurants in your trading area you can only expect to obtain a share of that market. you may have a problem. to demonstrate that there is a large enough market to provide you with sufficient customers. average family size. Only a certain proportion of them are potential restaurant customers. to a degree.
A properly prepared plan will guide you in operating your restaurant and help you allocate your resources effectively and profitably. you may have to do your sums all over again. 3. based on your unique features and competitive strength.600 = 130. if your choice of location for a Mexican food restaurant is an area already well served by firmly established Mexican food restaurants. For example. if 2. To evaluate an area's competitive environment. One way to do this is to convert a percent of your traffic count or trading area population into potential sales. which will be dependent on your investment and your monthly fixed and variable costs. it helps you get where you want to go. Determine whether additional restaurants (net of attrition) will enter the market in the foreseeable future. the same results can also be achieved. you need a financial plan. market orientation. the following steps should be taken: Identify the area's restaurant facilities and determine which are directly and indirectly competitive with your restaurant. Competition The existing competition may also dictate the market segment that you must concentrate on. facilities and amenities of each competitor. This analysis will help calculate the total current market size in terms of number of people eating out in the area at each price point. On the other hand. you need to calculate your restaurants penetration over its fair market share in order to arrive at the possible sales volume for the restaurant. As your restaurant is expected to compete with them for market share.600 shoppers visit your planned location in the mall you might estimate that 5% of them could be customers for your restaurant and 5% x 2. Potential sales volume The main purpose of this market analysis is to establish your potential sales volume. If it is not. A combined market and financial plan (often referred to as a feasibility study or a project report by professionals who prepare them) is an The Competitive Market An integral component of a market area's supply and demand relationship that has a direct impact on the performance is the current and 49 .Conducting a Feasibility Study be the only significant factor. You use a financial plan just like a map when travelling by car. Your projected sale will have to be above your projected break-even sale point. Quantify the number of existing and proposed restaurants available in the market. anticipated supply of competitive restaurant facilities. d. Sometimes if a hype is created. Financial plan Before you venture into the restaurant business. For example. This will become the forecast for your initial income statements. A special segment of the market will pay a higher price for similar menu items if the service in the restaurant is better or if it comes with a reputed brand name. moreover it will allow you to raise the necessary funds to operate your restaurant successfully. another segment of the market looks first for low prices and is less concerned about quality. number of covers. Review the average per cover. Or in some cases change your concept or drop the project altogeather. you may have to change your thinking.
An evaluation of the financial projections and the economic viability of the new restaurant. An independent plan professionally prepared by an impartial third party could result in either a positive or a negative recommendation. c. Food sales also include the sale of coffee. or fruit juices. and since so many unforeseen factors can come into play. are considered food. if the financial projections made by an impartial third party appear to be negative. A plan can only consider what is known at present and what may happen in the future. the first year and for as far ahead as five years d. The fixed component is adjusted only for inflation. you should take the same hard approach. 50 . it is not a guarantee of success. spirits. which normally are served with meals and. tea. it is better that you know this now rather than two or three years down the road after your restaurant is bankrupt. while the variable component is also adjusted for the percentage change between the facility usage that produced the known level of revenue or expense. you need to identify your fixed and variable costs. the soft drink sales also would be included in this category. even if the forecast is positive. milk. If the forecast results are negative. liqueurs.Trends and Opportunities in-depth analysis of the operational and financial feasibility of a new restaurant. rather than an entrepreneur's guess that a new restaurant will be economically viable. However. it is recommended that you use a professional consultant or accountant. therefore. Since the preparation of the financial analysis can be a fairly complex matter that requires the expertise of someone with an accounting background. Finally. Capital investment required and tentative financing plan Projected income statements for at least the first year and for as far ahead as five years Projected cash flow statement for at least Food & Beverage Revenue Food and beverage revenue is generated by the restaurant and bar. If there is no service of liquor. A feasibility study. both you and any potential lenders of funds for your new restaurant should be happy the idea goes no further. In other words. milk and fruit juices. Also.Restaurant Industry in India . but it does not eliminate that risk. Forecast of Income and Expense In forecasting revenues and expenses for the restaurant. is not designed to prove that a new venture will be profitable. Since the future is impossible to forecast with absolute accuracy. you might need much more detail than has been suggested so far. A beverage sale includes revenue from the sale of wine. or plan. lenders from whom you wish to borrow money are more likely to be convinced to part with that money if the feasibility study is professionally prepared. Your completed market research results will form the foundation for your financial plan. the financial analysis section of a feasibility study is usually broken down into the following subsections: a. and beer. Financial Analysis In a formal feasibility study for a major restaurant. These sales do not include coffee. beer or wines. If you prepare your own plan. there can be no guarantees. a plan may reduce the risk of a particular new venture. which usually are served as part of a meal. tea. b. In fact.
0% 3.0%-13.0% 0.0% 8. These figures represent typical ranges as a broad benchmark for operating ratios in freestanding restaurants in India. On the other hand. Your interviews with existing restaurant owners in the area will indicate the trends and the busiest days in the week.0%-7. food and beverage costs. The forecasts for the first few months may seldom work out as per the plan. It is different from the number of seats in the restaurant.0%-15.5%-9. This is generally calculated in the following way: Opening inventory + Purchases .0%-6. which comprises of Friday. Expenses You will then need to estimate your operating expenses. Property tax.0% 3. The guest count in restaurant parlance is called covers and the average per cover (APC) is simply the total sales divided by the number of guests.7%-5.80 100 60-80 60-80 80-100 100 60-80 100 100 100 100 100 Percent Fixed Percent Variable 100 Index of Variability No of Covers Industry Benchmarks 100% 33%-43% 57%-67% 15%-20% 3%-5% 3. Please note that wages and all the other staff related costs as well as utilities are fixed costs. Saturday and Sunday.0% 5. which depend on daily turnover of guests are considered variable costs.Closing Inventory = Cost of Sales Table 7-1 Industry Benchmarks of Operating Ratios Category Sales Cost of Sales Gross Profit Controllable Expenses Payroll Employee Benefits Direct Operating Expenses Music & Entertainment Advertising and Promotion Utilitities Administrative & General Repairs & Maintaince Occupation Expenses Rent.0%-5.8%-3. The sales forecast for the first few months may fluctuate either because it takes time for people to realise that the restaurant is open or because a large number of people are attracted to a new restaurant. Cost of Sales Cost of sales is the total of cost of food and beverage sold.0% 1. It can be low because a new facility may take time to pick up or it may be high in the beginning because of the novelty factor and the initial curiosity of customers.3% 0.0% 0.0% 20 . and insurance Interest Franchise Royalties Income before Depreciation Depreciation Net Profit before Income Tax 60 .1%-1.0%-19. which include Monday to Thursday and weekend.0% 3.3%-1.0% 12.0%-2. Table 7-1 outlines fixed and variable components along with industry benchmarks of all expense items expressed as operating ratios. If the restaurant has 50 seats and serves 100 guests at lunch time because on the average every seat is used twice over. then it would have had 100 covers for lunch.40 100 20-40 20-40 0-20 20-40 No of Covers No of Employees No of Covers Total Revenue Total Revenue No of Covers Total Revenue No of Covers Total Revenue Total Revenue Total Revenue Total Revenue Total Revenue 51 .0% 0.Conducting a Feasibility Study In order to forecast the projected guest count visiting the restaurant you need to divide the week into weekdays.
plastering. such as direct mail and entertainment costs in promotion of business (including gratis meals to customers). such as uniforms. m e n d i n g curtains. ice and refrigeration supplies. Employee benefits This category includes retirement and health insurance. overtime. The cost of oils. hospitalisation and group insurance premiums. magazines or trade journals. the cost of advertising through newspapers.Trends and Opportunities Salaries and wages This category includes the regular salaries and wages. kitchen equipment and office equipment are also included here. signs and office machinery. are considered operating expenses. plumbing and heating are charged to this category as well. plus any small tools used in the operation or maintenance of the mechanical and electrical equipment. and maintenance contracts on elevators. china. Public relations and publicity (including fees and 52 . Repairs and maintenance The following items constitute repair and maintenance expenses: painting and decorating. refrigeration. bills and envelopes. and transportation and housing. and radio and television is included. and the removal of waste are also included. Other items considered to be benefits are welfare plan payments. fuses. auto or truck expense. Also included are utensils. outdoor signs." Water. and licenses and permits. vacation pay and any commission or bonus payments made to employees. flowers and decorations. Utility services This section is composed of the costs of all fuel except that charged to direct operating expenses in the account "kitchen fuel. laundry. contract cleaning. This account should be charged with the cost of all printed matter not devoted to advertising and promotion.Restaurant Industry in India . Repairs to dishwashing and sanitation equipment. office supplies. grease and other supplies. floors. Also. restaurant checks. parking. awards and prizes. account books. such as accounting forms. linen. menus and drink lists. All postage. Administrative and General expenses This group of expenses is commonly considered as overhead and includes items that are necessary to the operation of the business rather than those connected directly with the service and comfort of the customer. The employee benefit costs may also be greater for larger chain restaurants as they tend to have more rules abiding and generous HR practices. building. except amounts applicable to advertising. Direct operating expenses Expenses directly involved in providing service to the customer. pension. letterheads. kitchen fuel. should also be charged to this account. Repairs to dining room furniture. We have assumed all employee benefits to be covered under Salaries and Wages. employee sports activities. cash register and other checking supplies. Also listed under employee benefits are education expenses. boiler compound. extra wages. accident and health insurance premiums. Advertising & Promotion This group of expenses includes selling and promotion expenses. air conditioning. employee parties. upholstering. The entire restaurant payroll generally is included under this category. and cleaning and paper supplies. commissions to advertising or promotional agencies) and royalties are included in this category.
This investment has to be compared with the returns being indicated by the income and expense statement to evaluate whether or not the restaurant envisaged is financially feasible. dues and subscriptions and insurance costs (other than those included as employee benefits or fire and extended coverage on the premises and contents). Commissions on credit card charges collection fees. local and long-distance calls should be charged to this account. These are sometimes called "fixed charges". since they usually are determined by the financial set-up of the 53 . cash shortages. Feasibility Analysis In order to establish the feasibility of the proposed restaurant. Restaurant occupancy costs Rent. and class and so forth). you will be able to derive an appropriate construction or setting up cost estimate for the restaurant.Conducting a Feasibility Study should be charged here. Other items charged to this account are data processing costs. By analysing both development cost figures and current market conditions. taxes and property insurance are occupancy costs. professional dues and protective services are also considered general and administrative expenses. with the exception of calls chargeable to marketing. size. and by making adjustments for the specific characteristics attributed to the proposed restaurant (such as location. facilities. The cost of telephone equipment rental. restaurant and usually not by the trend of its business. you first must estimate the development costs of the project.
Restaurant Industry in India .Trends and Opportunities 54 .
000 in the months May-July 2003. he worked in a few family-owned restaurants based in Lebanon. telephone and so forth. The restaurant had 120 seats and provided a mixed cuisine including Indian. Both persons worked full-time on the venture. based on the consultant's advice and own judgement. area. he worked in the five-star hotel segment.10 years. the oldest and most prominent commercial area in the capital city.5 lakh on items like wages.000 during the period between November 2002 and February 2003. He rented the ground floor premises of a building. together with their perceptions of where they were right. the break-even point was determined at a sales volume of Rs 12. He has not considered re-opening it at any other location. his entire working career.Restaurant Case Studies 8. Restaurant Case Studies Introduction In this section we present four real life case studies in an attempt to highlight critical factors that determine the success or failure of a restaurant. 10 months after opening. closed the restaurant in August 2003. The entrepreneur also had a partner. served lunch and dinner. The restaurant did not have a bar license and did not acquire one before the restaurant closed down. sales soon started to decline. equipment and so forth. or where they went wrong. After returning to India. who contributed Rs 5 lakh as equity. Below. The restaurant had initial investments of Rs 40 lakh in décor. and as a consultant in between some of his jobs. Initially. water. reaching senior-level positions. we interviewed the entrepreneur and asked him/her to identify the key lessons learnt in running the restaurant. The entrepreneur had the operation evaluated by a financial consultant and. to 11 p. reducing to an average daily figure Rs 5. Apart from rent. there were fixed monthly expenses of about Rs 1. Chinese and Continental. For each case study. and has returned to being a consultant. As he had a long-standing wish to have his own business. Restaurant and Facilities The restaurant was located in Connaught Place in New Delhi. and were 'on the job' from 7 a. paying Rs 2 lakh as monthly rent for 2700 square feet of 55 . Cyprus and England for about 8 . both at the hotel and corporate level. It was targeted at an upmarket clientele. we describe the experience of each entrepreneur. The restaurant started well and achieved average daily sales of about Rs 15. He worked in the hospitality industry for 25 years. the two partners lost about Rs 60 lakh in their venture. a much younger person.m. Taking into account all variable expenses. electricity.750 per day. and had average cover revenues of Rs 120. CASE STUDY 1 A restaurant which closed down This restaurant was opened in Delhi by an entrepreneur who is about 50 years old.m. However. Taking into account the pre-opening expenses and financial considerations (bribes) and recurring losses to different government authorities. he took the plunge and opened a restaurant of his own in November 2002.
or in one of the shopping malls or multiplexes in neighbouring Gurgaon or Noida. Although CP may not be a poor location for some other kind of outlets but it was for him. This prevented upmarket customers from coming to the restaurant by car. studied his market better. Moreover. We feel that the entrepreneur could have known this in advance. taken up space in a residential shopping center in Delhi. CP has become downmarket as a location for restaurants. We also feel that the entrepreneur should have.Restaurant Industry in India . but many of recent entrants are branded restaurants. This was particularly so after the commencement of the Delhi Metrorelated work. the majority of persons lunching in CP are middle to junior-level professionals. 2. He also feels that he paid too much rent and could have taken a much cheaper place at another location. there are a large number of restaurants in CP and many offer cuisine similar to that offered by the subject restaurant. It is also known that some of the other traditional restaurants in this area have been losing sales over the last few years and some have closed down recently. instead. At the same time. Soon after the restaurant opened. and restricted the space available for parking. trainers and consultants to the hospitality/foodservice industry: the first three requirements for the success of a hospitality 56 . and are obviously low spenders. A survey of existing establishments should have been done. 1. many of the customers that visit CP's restaurants from elsewhere come by buses. the CP area has suffered traffic congestion and parking-related problems for many years now. and mostly in fast food. resulting in a lot of digging and disruption. or could have. 5. the Delhi Metro project was commenced in Connaught Place (CP). The entrepreneur feels that. the entrepreneur believes the main reason for his failure to be poor location. compared to fine dining restaurants. 4. because of parking problems and other factors. Having been in the industry for a number of years and with wide contacts. 3. Also. It is known that fast food restaurants and ice-cream parlours are doing very well in the CP area. Although there are upmarket customers at lunch time. Considering his costs and other factors. as also a detailed study of the customer profile. based on the version provided by the main entrepreneur and our own analysis.Trends and Opportunities Reasons for failure Mentioned below are reasons why the restaurant failed. The high fixed cost led to early failure and closing of the restaurant. The project forced traffic diversion within the CP area. He mainly went by his own view that CP is a large commercial area and is visited by a large number of upmarket shoppers. these are few in number. The entrepreneur himself says that he could have. The entrepreneur's experience brings to mind a saying oft-repeated by teachers. it is also true that new food outlets continue to open in the area. Their average spend tends to range between Rs 35 to Rs 50 per cover. and hence they often prefer snacks over full meals. and it was also known that the project would affect the CP area sooner or later. He should have commissioned a professional feasibility study for his project. The plan for the Delhi Metro was known before he opened the restaurant. and these problems are known to the public. Also. he could have had access to restaurant owners and managers in the CP area. Lack of parking space around the restaurant became a very severe constraint.
Whatever backup he had was put into the enterprise when losses started. He is bitter about having to bribe government departments. and 57 . reinforced the entrepreneur's confidence in this particular foodservice idea. He also did not have enough or perhaps no financial backup. This is the way of life in India and all entrepreneurs know about it. During the early days of his career. The entrepreneur thought that the same concept would do very well in a major Indian metro . 7. has a wide range of products and a good reputation. saying that he paid about Rs 4 lakh through various channels to get started. He was left with a lot of inventory of dry items after he closed. There was lack of study and market research. which work on the same concept. He also runs an agency for some machinery as a side business. He reached a stage where he could not fund the losses and was forced to close down. These expenses should have been budgeted for in advance. Having travelled to Europe several times to acquire bakery machinery. to hotels and restaurants. he need not have hired such expensive. the entrepreneur was very keen to have a retail confectionery counter-cum-restaurant of his own. In fact. Moreover. location and location. 6. he produces bakery and confectionery products in his factory in Okhla. CASE STUDY 2 The restaurant that failed twice The entrepreneur is 55 years old.customers would like to visit and buy from a confectionery outlet where products are being made fresh. The entrepreneur did not imagine that sales would go down so soon after opening and he would need to put in more money. the collaborator was willing to give the machinery to him without cash payment. Presently. Its fresh-from-the-oven appeal created a sales attraction for take-home purchases by customers. partly within their visible range. First Restaurant Project Being in the bakery business. New Delhi. he feels that he bought too much inventory rather than buying for the shortest time period possible. 8. His head chef came from a five-star deluxe hotel. he managed an agency for two-wheelers and four-wheeler commercial vehicles in Jallandhar. he discovered that the new trend at bakery eat-ins was to make the confectionary behind the retail counter. qualified staff. his ideas of suitable salary for the manager and staff were also inflated. having spent the money he could afford in the first instance. The success of outlets such as Hot Breads. It was also a classical case of spending too much and being confident of success. but should have settled for lower wages at all levels. had he gone ahead with his plans for a liquor license. from the same premises. Having been used to five-star set ups in his career. What are the lessons to be learnt from this case study? It is the usual scenario of going by hype and being convinced that "I know best". something he has been doing for the last 15 years He supplies to the retail market. which he eventually did not have. He would have had to pay another heavy amount. The entrepreneur also had access to the machinery which had been sent by his Englandbased collaborator to India for an exhibition. and holds a graduate degree.Restaurant Case Studies enterprise are location. The entrepreneur also feels that he spent extra on everything: the décor need not have been so fancy.
The entrepreneur hired a manager at Rs 12. in addition to the food cost. Second restaurant project The entrepreneur was still convinced about his concept of bakery-cum. The rent was Rs 75. The total capital investment was Rs 75 lakh: Rs 30 lakh from the English partner and Rs 45 lakh from the Indian entrepreneur. Since the entrepreneur had other businesses as well.30 p. The restaurant remained open from 8. Operational costs included Rs 65.Trends and Opportunities join him as a partner in the new restaurant venture.000 per month on a graded scale. Apart from the wide range of bakery and confectionery products. five months after he closed the first restaurant.restaurant. his share being the cost of the machinery. opposite a cinema hall. The product range was extended and he included non-vegetarian products along with the strictly vegetarian items. This was entirely spent on décor. which was. A baker was sent by the English partner from England to stay for the first 20 days and he trained the staff in the craft.000 for electricity. he rented out 1800 square feet of space.m. The highest sale was Rs 10. the restaurant also included pizza. soups and sandwiches in the menu.500 was not reached on any single day. the total operational costs came to Rs 90.000 per day.000 per month as rent. of course. There was a Domino's Pizza outlet next door.000 for a few days. He thought that the location in East Patel Nagar was not suitable and the concept would succeed in a better locality in Delhi. It had a comprehensive range of about 125 products and apart from counter sales. The Englishman remained his partner and they spent another Rs 15 lakh on interiors.000 per month.000 after six months.500 per day. Being a bakery and confectionery there was much emphasis on breakfast-time sales. Cakes and pastries made with eggs were sold. Since the entrepreneur himself is a strict vegetarian. Buffet lunch and dinner. The break-even sales of Rs 12. There was a Nirula's across the street. Accounting for another Rs 25. Most customers were from nearby residential homes and there were no walk-in or transit customers who usually come to the shopping centres from other areas. he had earlier worked in Wimpy's and Hot Breads. The two partners selected a site in the shopping centre in East Patel Nagar in New Delhi and hired a space of 1800 square feet.000 per month. he visited the restaurant for about 2 hours every day and trusted the manager to run the shop professionally. he ordered that all products must be strictly vegetarian and even the cakes were made without eggs.Restaurant Industry in India .m. equipment and some preopening expenses. One again. to go upto Rs 1 lakh per month after six months and Rs 1.000. The restaurant did not do well from the very beginning. and opened a similar restaurant with another name. All machinery and equipment were transferred from the earlier restaurant to the new one.30 a. The entrepreneur employed 20 persons on a monthly wage bill of about Rs 65. The breakeven sale was calculated at Rs 16. The entrepreneur closed the restaurant exactly 12 months after it was opened. He hired a place in the East of Kailash Community Centre. Other operational costs remained more or less the same as in the first restaurant. The manager created a team of his own choice. it also had a restaurant with 25 seats. but it eventually trickled down to Rs 5. which was to be increased to Rs 85.25 lakh per month after 12 months. with slight increases. to 10. at a reasonable 58 .000 per day. Break-even sales were calculated at Rs 12.
as the little reserve funds that he had were used up to cover the losses of the past few months. There are other upmarket retail shops in close proximity to Hot Breads. was close. had to close the restaurant 14 months after it opened. a large and varied enough target market to tap into. 2. This failed to happen. He had. the entrepreneur tried to do things better this time. He now says that the location of the first restaurant was not appropriate. The entrepreneur did not engage anyone for a feasibility study or a market survey to assess the restaurant concept i. he felt his restaurant would even transform eating-out behaviour in this locality. the restaurant did not succeed. which is a prosperous south Delhi locality. the potential clientele. The entrepreneur realised that he would have to spend more money in advertisements and also put in place staff. with the restaurant being situated in a community center having a large commercial area. Unlike Greater Kailash-II. Hot Breads. He had no other sources of funds. He did not make a project report. for expense and earning projections. from the entrepreneur's viewpoint.e. a large number of people want proper cakes and pastries with a Reasons for failure 1. or even take the help of a chartered accountant or financial consultant. the right location for the concept. However. In the first month. Moreover. There were no such retail outlets around the restaurant in East Patel Nagar. by this time run out of money. a well-established girls college. there seemed. sales started to drop off from second month and were down to an average of Rs 7000 per day during the summer of 2001. which are visited by more upmarket customers.K. at a walking distance. Moreover. and so forth. II has an upmarket fabric shop next door. The entrepreneur thought he would be able to generate their interest in a new product range. because of his 59 . He also devoted more of his time to the project. Having learnt from his previous experience. Lady Shri Ram College. which are also well-frequented. The entrepreneur realised that his insistence on totally vegetarian items in the first restaurant was wrong. Moreover.Restaurant Case Studies price of Rs 65 per head. Hot Breads in G. East Patel Nagar's residents are not used to Western-style confectionery and are usually not willing to pay a price for it. He believed that he knew this business very well. 3. Although there may be a small percentage of people who may insist on vegetarian confectionery. However. They are more the type to go in for Indian fast food. and was convinced of his concept. East Patel Nagar is mostly middle-income. the sales were Rs 20. the product range for that location and that customer profile. equipment and two-wheelers for home delivery. He made some pre-opening advertisements and his market research team visited nearby houses and shops. therefore. Some such customers could walk in for snacks and drinks and take away some fresh bakery and confectionery. Not only this. which regularly receives a large number of relatively higher-income customers including diplomats.000 per day mainly because there was a good Hrithik Roshan movie playing at the cinema. and some residential colonies nearby. In addition to the cinema. has acquired a brand image. bakery manufacturing experience. were also on offer. which also has outlets in Chennai. The college also had a hostel. This kind of product range will succeed best in a place which has good retail shops in close proximity. he could not wait to get started with is restaurant project. He.
He goes to the extent of proving that many of these good looking regulations are not for health and safety of consumers. Hailing from Kolkata. based on the success rate. This provided her with the opportunity of travelling to Europe. he never even came to visit the premises and sent the certificate from his office. Another target market. Trying to run a 25-cover restaurant with a confectionery shop involved too much space and operational expenses. In both restaurant projects. He lost a number of customers on this account. After he paid the required 'fees' to the MCD health officer. Moreover.Restaurant Industry in India . she moved to Delhi when very young. affluent and well traveled. even below-average cinema which did not get the better movies. and the banks and offices that exist there did not provide him any significant business. there were no retail shops in the locality. who were not inclined to spending money at a restaurant after having bought movie tickets. 4. It was a poor mix of the two. Moreover. CASE STUDY 3 No Shortcuts to Success The entrepreneur is 30 years old. his concept should have been either a confectionery store. At the locations chosen by him. which adversely affected the cinema's market perception. and preferred to return home. He would have been better off at a shopping mall. The entrepreneur's view that the European style bakery and restaurant will attract customers did not work well in his chosen locations. 7. 8. he should have just had a small counter-based store. 5. In the second restaurant. in an area of 300 to 500 square feet. He ran out of funds within a few months. Its visitors were typically from the middle and lower income groups. he was wrong on the choice of location. most of the cinema-goers were not attracted by westernstyle confectionary and food items. The entrepreneur now feels that he should have only spent 50% of his funds on capital expenditure and expenses and retained the balance 50% as reserves.college-goers from LSR. Furthermore. Also. 6. also failed to appear.Trends and Opportunities proper recipe which may include use of eggs. he was ahead of his time for his product range. because of conflicts among the cinema's owners. and did not have the USP of either a good confectionery counter or a good restaurant. He feels his biggest mistake was to spend all his funds on equipment and interiors and not retain funds for operational losses and additional expenses. she joined the family business of exporting marble. As he had expertise in making bakery items. He is also bitter about having to pay bribes to Government officials. he did get the advantage of the cinema. with limited staff. her sojourns saw her trudging across Europe with a bunch of cross-cultural 60 . At the age of 16. The second restaurant was also in an unsuitable location. The number of such small stores could have been increased in the city. She has a passion for food and the restaurant business but does not have formal culinary education. according to his post-closure analysis. The entrepreneur says that in East Patel Nagar he would have done better with an Indian fast food restaurant. but it was an average. he was keen to spend money on advertisements and a home delivery system but did not have any funds left with him. In the new location. but for the benefit of officials. or a restaurant. very little was being spent on its upkeep. is welleducated.
4. having an average spend of 40 pounds per person. served lunch and dinner. "I misjudged the Indian palate. breakeven point came to sale of Rs 15. first boom of freestanding restaurants had just begun and. This amount was entirely spent on décor. After suffering losses for 29 months. crawled into the crowded eatery space of London's 'hot.000 per day.8 lakh on other items. Independent restaurants could not import ingredients and food products. with 35 seats. influenced by and at the same time fired by her experience in Italy. During this time. returned to Delhi to start what was then possibly the city's first Italian eatery. and an ardent foodie friend. Back then.high-spending customers. who bartered her secret recipes in exchange for recipes for Indian cuisine. The cost to set up Vama was very high. Soon. she stayed with her Italian friends in their homes and got a peek into their lifestyle. 3. During the entrepreneur's many business trips to Italy to test samples of granite and buy machinery. then 21. electricity. close to about 400 thousand pounds sterling and it took about two years to break even. The first Restaurant In 1994. Mezzaluna was sold to a keen buyer. Apart from rent. there were fixed monthly expenses of about Rs 1. culture and traditional cuisine.000. The restaurant. Mezzaluna (Italian for a crescent-shaped knife with a handle on either end) in Hauz Khas Village. like wages. a battalion of seven chefs. The restaurant. owner of one of Italy's finest vineyards. The 90cover restaurant. 70 restaurants opening every year. the approach to its eateries and shops was through dung-splattered by-lanes. and 135 61 . was targeted at an upmarket clientele. was a true learning experience." The restaurant's location proved a hindrance in the restaurant attracting its target market . she developed a liking for Italian cuisine. The excise laws did not permit giving a liquor license to free standing restaurants in that location. the 2. the entrepreneur quit her family business and came to Delhi. equipment and some pre-opening expenses. Accounting for the variable expenses. The entrepreneur discovered that the small clientele which she had developed wasn't enough to make ends meet. which was located on a 1300 square feet site was Rs 10 lakh. The restaurant offered a Mediterranean platter. The monthly rent paid was Rs 20. hyped' Chelsea district. It did not have a bar for liquor and did not acquire one before the restaurant closed down. water and telephone. Her mastering the fine art of Italian cooking coincided with the complete boredom that was creeping in as far as the marble business was concerned. Second Restaurant: Vama in London In 1996 armed with the wisdom of hindsight. and she learnt the art of Sicilian cooking from Marchessa Anna Tasca Lanza. At 22. The entrepreneur's reasons as to why she believes the restaurant did not work are: 1. predominantly Italians. Indians had not been fully exposed to international cuisine and wanted the 'tried and tested' fare. although Hauz Khaz Village was considered a trendy place. At the time. and had a per cover average revenue of Rs 700. but the focus was on Italian food. serving northwest frontier cuisine. The total capital investment in the restaurant. this liking turned into a passion. London has on an average. happening. she opened a restaurant in London. she.Restaurant Case Studies companions.
The entrepreneur was very certain she wanted to select the right location. This time around she was determined to steer clear of the mistakes during her Mezzaluna experience. After 40 months and having ensured that the restaurant was up and running with the best team possible. the entrepreneur returned to India. and now the restaurant operates on a fixed operational cost of approx 6. 6. staff." she says.books from the entrepreneur's personal collection. because despite being a central location in affluent south Delhi. every few weeks to keep the interest of regular clientele Most important: heart-felt towards every client hospitality 7.Stupendous Success In 2000. but there is one catch. more staff resulted in additional costs.. Keep up with the standards Innovation of menu. 2. Research your competition market and your 5. Good publicity and a celebrity clientele helped Vama turn into a sensation. Right location for the concept Involvement in everything about the restaurant Curtail capital costs-spend on the Finally…. Some of the key success factors were: quality product. One of the reasons is that she does not want to spread it too thin so that it becomes out of her reach to control it. She chose GK-II. it was relatively peaceful. however very soon as business started picking up. important things-ingredients. food costs are very high as most ingredients are imported and work out to be approx 40%. an anytime coffee bar. the 3. Italian marble flooring.5 lacs per month. in Greater KailashII (GK-II). Although she claims it to be fun. This would work out to approximately 30% of the total revenues. "Learn everything about the business you are doing and then give it your best shot. The total capital costs associated with the 80 cover restaurant was 80 lakh. You can't go wrong then!" 62 . this learning came in very handy for her new restaurant venture. 4. She changes the restaurant menu every two months and is behind the kitchen range every night. and a location to suit the restaurant. Some of the reasons she attributes to the success of the restaurant that others should learn are: 1.Restaurant Industry in India . It has off-white walls.Trends and Opportunities shutting down. Running Vama in London had taught her both good hospitality and how to manage restaurant operations. training etc. A rent review took place this year. The 3000-square foot taken up was decorated to create the right ambience. Ask her the secret of being a successful entrepreneur and she says. She knew that in order to get a liquor license she would have to be in a commercial area. Moreover. table top games (chess. "it's tough to run a restaurant business in India. there are no expansion plans in other parts of the country. she once again decided to open an Italian restaurant in New Delhi. Initially the monthly fixed operational costs were about 5 lacs per month. Today she has a large clientele that simply laps up the Italian food served at the restaurant and is counted among the best restaurants in India. backgammon) and ample `food for thought' . focused market.
however. have been flown in and they provide the key element in churning out authentic Szechwan cuisine which the restaurant claims its specialty. A team of specialist Chefs from the Szechwan province of China. The 150 seater restaurant. The restaurant alone is approximately 5600 sq. they were alert to the aspect of not wanting the restaurant to be an irritation to the other occupants of the building. and the Chinese restaurant took shape.85 crores. and a Lounge Bar to accommodate 33 persons. did increase the development cost of the project immensely. A major travel management company sought to diversify its portfolio to include the hospitality industry and embarked on its plan by opening its first outlet in the form of a Chinese (Szechwan) restaurant in July 2003. yet remain within the folds of their core competence of the service industry. Some of the elements inducted to realize this objective.ft. India was amongst the worst hit by this recession and its magnitude encompassed the entire service industry as a whole. were spared in retaining the best talent to design the outlet.ft. escalated their entry into a new business that would help them diversify. No costs. not including cost of real estate. a factor that mitigated some of the risks. emphasized the owning company's uncompromising eye for detail and commitment towards safeguarding the environment around its project. such as a Reverse Osmosis (RO) Plant. kitchen and lighting. an Effluent Treatment Plant (ETP) to complement the Grease Traps. It is probably NCR Delhi's first large fine dining restaurant outside of a Hotel. a severe cutback on existing trends was the outcome. The total project cost of setting up of the restaurant. 2. This amount was spent entirely on design-décor. backend development and some pre-opening Conception Interestingly. equipment. A state-of-the-art open kitchen forms a unique salient feature of this restaurant. the idea to diversify into the hospitality industry traces its roots to the events of 9/11 following which the travel business all 63 . over the world received a serious review in the wake of security. kitchen and other support areas occupy approximately 8000 sq. The travel company owns the building where the restaurant is located. The restaurant. however. Starting a restaurant fit nicely into their larger objective of the setting up of a hospitality division. a Gas Bank complying with every rule in the book. was in excess of Rs. or the complex as a whole. but formed an integral part of the Business Plan. was conceptualized with very high hygiene and design standards that sought to totally eliminate any smoke or food odor which might have an adverse impact. with the fall-outs affecting related peripheral services also. The travel management company's bold and aggressive outlook. located in Gurgaon. therefore. especially one that requires a large investment. The restaurant houses a 116-seater dining area inclusive of Two Private Dining Rooms accommodating 12 persons each. and a renowned Hong-Kong based firm was hired to design the interiors. They already owned the real estate where the restaurant was to be located but being a Grade "A" commercial building.Restaurant Case Studies CASE STUDY 4 First Fine Dining Five Star Restaurant It takes a lot of courage and conviction to open a new restaurant in an area that has suddenly been flooded with a large number of restaurants and bars of all kinds. and in most cases. It further. of space.
Build client relationships/loyalty and increase high recall and mind share. Listen to your clientele. This will ensure your weaning the clientele towards your core competence in the authentic style of cooking. Service and Ambience. The restaurant was targeted at the up-market clientele populating its surrounding areas. will be keenly watching its progress over the next 2 years. snacks. repair & maintenance.Trends and Opportunities expenses. An average meal cover cheque between Rs. Ensure their comments are acknowledged in every way. within the given framework.550 . and of course the management. and corporate take-aways. the break even works out in excess of six figures per day. electricity. 64 . Apart from rental. even though the estate was owned by the parent company. there were fixed monthly expenses on items such as wages. water. Some of the reasons the entrepreneur's attribute towards the success of the restaurant that others could bear in mind are: Be a long term player. Provide a value for money experience incorporating a combination of Food. even the critical ones. However. in that order.ft. Keeping in mind the same. and to ensure consistency and authenticity in the quality of food every time. Be selective in the choice of cuisine and ensure versatility in the style of cooking. dinner.Restaurant Industry in India . and its revenue streams include lunch. A monthly rental on prevailing costs per sq.650 was envisaged. but the restaurant has managed admirably on the same so far. was sought to be incorporated on the P&L. the restaurant is still in its first nine months of working and all keen observers. No compromise in the quality of ingredients.