Vaango

II. Acknowledgements

I would like to express my gratitude to all those who gave me the opportunity to complete this report. I want to thank Mr. Praveen Bodduluri, COO, DIL for giving me permission to commence this study in the first instance, to do the necessary research work and to use company data.

I express my sincere thanks to my company guide, Mrs. Malabika Gupta (Brand and Marketing Manager, Vaango), for guiding me right from the inception till the successful completion of the project. I sincerely acknowledge her for extending her valuable guidance, support for literature, critical reviews of project and the report and above all the moral support she had provided to me with all stages of this project.

I am deeply indebted to my faculty guide Prof. Rajan Mani, Faculty, Marketing Department, ICFAI Business School, Hyderabad for their guidance and constant supervision as well as for providing necessary information regarding the project & also for their support in completing the project.

My appreciations also go to my company colleagues from Devyani International Ltd who supported me in my project work. I want to thank them for all their help, support, interest and valuable hints.
I would like to express my gratitude towards my parents for their kind co-operation and encouragement which help me in completion of this project.

III. Executive summary

The project report has been made under Summer Internship Program of 2012 of IBS, Hyderabad. This report has been submitted by Ms. Neelam Singh, Enrollment no. 11BSPHH010511 under the guidance of Faculty Guide Prof. Rajan Mani, Department of Marketing, IBS Hyderabad and company guide Ms. Malabika Gupta, Manager Brand & Marketing (Vaango), Devyani International Ltd.
This project report is designed for the study on the Integrated Marketing and Brand communication strategies of their south Indian QSR Vaango. The project ultimately aims at in depth analysis of the brand’s branding and promotional practices and recommends required changes & improvements in their brand communication strategies and service offerings.
This report presents an overview of: * The Fast food service Industry, this report covers the organized and unorganized structures of the industry, the major players and various demand drivers & regulations that affects its attractiveness from the business point of view. * The parent company RJ Corp, its associate company Devyani International Limited (DIL) and their south Indian QSR chain Vaango. The brand was thoroughly studied in relation to its life cycle, competitors, customer relationship initiatives and branding practices. * This report also provides information about the factors influencing the overall consumer experience and ultimately the brand’s image and business. An in depth analysis of all the customer touch points was done in order to suggest an integrated approach for all the brand communication efforts made by the company (online as well as offline)
Methodology:
* Market/Store Visits: Vaango’s and its competitor’s consumer profiles, footfall trend, promotional activities etc. were observed. Sales representatives were interviewed on their product offerings and promotional activities. * Consumer survey: Questionnaires were used to collect data for consumer behavior analysis. A sample of 539 customers were interviewed this direct interaction also helped in getting detailed insights. * Quantitative Analysis was done using graphical tools such as pie charts and bar graphs. Factor analysis was used to understand the dominant factor affecting consumer behavior.

Sources of data:
Secondary data was collected from company’s database, published researches and company’s website.
Primary data: Consumers (Survey questionnaire), Employees, partner agencies and corporate (Personal interview), Restaurant outlet and office workplace (Observation)
Findings:
* Search engine visibility of Vaango is less as- * All Vaango outlets cannot be located on Google maps * No Google reviews available * Not featured on kingfisher’s food guide * Aggressive promotional activities and discount offers lead to 30% increase in average daily sales. * Service is the most dominant factor influencing consumer behavior. And needs more attention with regular quality checks.
Food is the second most dominant factor which consists of Value for money, taste and freshness. * Porters Five force model: Threat of new entrants | Low | Bargaining Power of Suppliers | Low | Bargaining Power of Buyers | Medium- High | Threat of Substitute Products | Medium | Rivalry among Existing Competitors | Medium |

Recommendations * One more order taking counter should be opened to reduce the waiting time in queue. * Table token system could be used to avoid confusion. * Approx 69% of the respondents were regular customers, some sort of discount card or reward points card can be distributed to these customers to gain their loyalty. * New range of beverages should be introduced keeping in mind the summer season. Outcome/Contribution: * Increase in average daily sale of Vaango Botanical garden metro station outlet by Rs. 2000 * Menu changes as per the findings of primary research done for menu engineering * Increased visibility on web world * Corporate newsletter project

Serial no. | Topics | Pages | I | Internship Certificate | 1 | II | Acknowledgement | 2 | III | Executive Summary | 3 | IV | List of figures, tables and charts | 5 | 1. | Introduction | | | 1.1 Background | 6 | | 1.2 Objective | 7 | | 1.3 Methodology | 7 | | 1.4 Scope & Limitations | 8 | 2 | Economic Industry Analysis | 9 | 3 | Company analysis | 15 | 4 | Project Specific analysis | | | 4.1 7 P’s of Service Marketing Mix | 31 | | 4.2 Characteristics of service | 35 | | 4.3 Brand communication | | | External communication i. Web presence analysis | 36 | | ii. Assessment of outlet communication (External & Internal) | 41 | | iii. Brand communication with respect to PR | 43 | | iv. Promotional schemes and discounts | 44 | | Internal communication v. DIL Newsletter | 46 | | vi. Training | 46 | | vii. Visual aids, charts inside the outlet | 48 | | 4.4 SWOT analysis of newly opened Vaango outlet at Botanical garden metro station, Noida * Suggested and implemented ideas on the basis of SWOT analysis | 49 | | 4.5 Menu engineering at Vaango | 53 | | 4.6 Consumer Behavior Research | 56 | 5 | Conclusion & Recommendation | 68 | 6 | Outcome/Contribution | 69 | 7 | Learning from SIP | 70 | 8 | References | 71 | 9 | Appendix | 72 |
Table of contents

List of Figures, Tables and Charts Logo- Vaango 1
Business life cycle- Vaango 17
Porter’s 5 force model 20
Funnel diagram- Vaango CRM 27
Screen shots- Vaango CRM 28
Lavidge and Steiner Model 31
7 Ps of service marketing 32
Classification of the Vaango’s product as Good or Service 36
Screen shots- Web presence analysis 38-41
Images showing use of promotion materials such as standees, banner etc 43
PR reviews 44
Breakfast combo flyer 45
Images- innovative flyer distribution activity 46
Logo- Vaango 48
Menu- Vaango 55
BCG matrix 56
Factor analysis output- consumer behavior analysis (Cyber Park) 59-61
Pie charts 61-64
Factor analysis output- consumer behavior analysis (South Point) 64-66
Pie charts 66-68

1. Introduction 2.1 Background
One of the most critical phenomenon that characterize the fast food industry today is the exponential development of its complexity, Competitive pressure has radically changed the sector structure which has shifted in a relatively short period of time from fragmented to a highly concentrated landscape.
Business houses are continuously looking for new ways for attracting the customers to them and increasing purchases after their entrance. This goal is particularly difficult to achieve because of the parallel evolution of customer’s demands and the variety of options available to him.
Two of the elements of the marketing mix i.e. physical evidence and promotions play a major role in accomplishing this goal. Promotion is constantly essential for a restaurant or a club, because it stimulates consumer behavior. To bring customers to the outlet for the first time and ensure their repeat visits require professionally prepared and correctly drafted strategy of Brand Communication and promotion.
A strategy which is in sync with the positioning of the restaurant and also appeals to its target audience. Gone are those days in which companies used to attract the customers towards them by merely providing them petty discounts. The consumer today has a large number of choices at his disposal, thus a brand needs to differentiate itself from its competitors to make it standout from the crowd and get noticed by its target audience.
Thus taking all factors into consideration this project will aim towards designing and implementing the most appropriate kind of Brand Communication strategies for the restaurant which are in sync with its positioning.
Crucial to a good marketing strategy for a Quick Service Restaurant is also good physical evidence. For the menu and ambience, which are the physical evidence in case of a restaurant, will greatly affect the profit levels and the business image.

This project would study and analyze the current menu engineering strategy followed by the company and would suggest any changes if required.

1.2 Objective of the Project

The purpose of the report is to understand the various aspects of 7 Ps of marketing and how it is practically used in the field of marketing. This report also gives an opportunity to understand the consumer behavior, brand personality and brand communication (both externally and internally).

1.3 Methodology:
Different methodologies were used to study different aspects of the project. The details are as
Follows:
Brand communication study
(External communication)- Various creative ideas and improvements for Vaango’s web presence were proposed after analyzing secondary data available online such as ongoing advertisements, campaigns, website of the company as well as that of competitors. Proposal consisting of some significant changes from the above references and from my own opinions were submitted to management which were analyzed and implemented by them. Assessment of outlet communication (External & Internal) was done through qualitative research; where in Observations (store visits) were made on the features that add value to the customer. Sales representatives are interviewed on their product offerings and promotional activities. Secondary data is collected from various sources like internet (websites of the competitors & other general sites), research articles to understand the current trend and factors that leave an impact on customers.

(Internal communication)- For the corporate newsletter project which is the most impactful channel of internal communication, DIL employees were interviewed and secondary data from company’s database was retrieved.

Consumer Behavior Research
Personal interviews and questionnaire survey were undertaken as sources of data collection. The questionnaire was filled by the customers.
Primary data sources: Consumers (Survey questionnaire), Employees, partner agencies and corporate (Personal interview), Restaurant outlet and office workplace (Observation)

Secondary data sources: Company website, other web publications, Company database, Research-related documents Menu engineering at Vaango- Restaurant staff was interviewed to collect information regarding consumer reviews regarding the menu and also the sales data was analyzed to determine the most profitable meal combo on the menu.
1.4 Scope of the Project
The Project will focus on suggestions to add value to Vaango’s product offerings, revisiting their branding and communication strategies, reworking on their promotional activities and seeking opportunities for various corporate tie-ups and new ventures. This project will also brief on understanding the consumer behavior in response to the factors that have an impact on their dining experience. Limitations of the Project * Questionnaire reflects only the sample size of respondents who visit the restaurant outlet. * Unwillingness/Casualness of respondents to answer the questionnaire. * No complete access to the fundamentals of the company. * 3 point scale responses to the questionnaire having 9 variables might creep in statistical errors.

2. ECONOMIC INDUSTRY ANALYSIS

Indian Fast Food Service Industry

i. INDUSTRY STRUCTURE

Structure of the industry

Unorganized Formats
Organized Formats

* Dining * Fine Dining * Casual Dining * Bars and Lounges * Quick Service Restaurants (QSRs) * Food Courts * Cafes * Kiosks

* Dhabas * Roadside Eateries

The unorganized segment dominates the Indian food service industry. It lacks technical and accounting standardization. It comprises Dhabas and roadside eateries that have been the most common forms of restaurants and have traditionally addressed eating out requirements of Indians.
1. Dhabas
2. Roadside Eateries * Street stalls * Hawkers * Trolleys * Standalone sweet shops
The average price of the food sold ranges between Rs. 10 and Rs. 100.

The organized segment of the restaurant industry is 16-20% of the total industry, with various forms such as:

* Dining
Fine Dining - A full service restaurant with a specific dedicated meal course. Décor features high quality materials with an eye towards the “atmosphere” desired by the restaurateur. The staff is usually highly trained. Fine dining restaurant usually targets rich and upper middle class consumer segments and offers unique ambience and upscale service.

Casual Dining - A restaurant serving moderately priced food in a casual atmosphere oriented towards affordable family dining. Except for buffet style restaurants, these typically provide table service. This addresses the price point between fast food establishments and fine dining restaurants. * Bars and lounge
Mainly serve alcohol and related beverages. Includes night clubs, sports bars, etc.
Example: F-Bar, Xtreme Sports Bar

* Quick Service Restaurants (QSRs)

They emphasize on speed of service, low cost and convenience. Also known as fast food outlets, for practical purposes, they are essentially characterized by minimal table service and can have a take away and/or home delivery format.
McDonald’s, Nirula’s, Domino’s, Haldiram’s, Subway, Bikanerwalas are some of the leading names in this category.

* Food Courts
A relatively nascent phenomenon and being popularized by mall developers; also present at other shared spaces (for example airports, hospitals and office complexes).

* Cafes
Comprises coffee bars and parlours (for example Barista Lavazza, Café Coffee Day) and chai bars. These are casual restaurants that emphasize on serving beverages and food is incidental.

* Kiosks
A relatively new format which comprises Chinese food, corn, chat kiosks and those from established branded players like Café Coffee Day or Nirula’s. Also includes ice cream kiosks.

ii. REGULATORY ISSUES

* Food regulation and licenses

The Indian food and processing industry is governed by multiple legislations and dealing with them is a challenge. Starting a restaurant requires all permits and licenses from local governing bodies and adequate insurance coverage. There are upto 10 basic licenses to be procured before setting up a food supply store. In addition the duration of these licenses vary from 1 to 3 years.

* Key Foreign Direct Investment (FDI) Regulations
The following regulations of Hotel & Tourism sector and Development of Townships, Housing, Built-up infrastructure and Construction-development projects apply to the food service sector.

* FDI in Hotel & Tourism sector in India

* 100% FDI is permissible in the sector on the automatic route. The term hotel includes restaurants, beach resorts, and other tourist complexes providing accommodation and/or catering and food facilities to tourists. * Under the Automatic Route, the non-resident investor or the Indian company does not require any approval from the RBI or Government of India for the investment. * Besides the entry conditions on foreign investment, the investment/investors need to conform to all relevant sectoral laws, regulations, rules etc. * The national security/internal security related conditions as contained in relevant statutes or notifications of the Government will also have to be complied with. The State Governments/Union Territories have regulations in relation to the subjects in their legislative domain. These regulations also have to be met/complied with. * As per the recent circular on Foreign Direct Investment issued by the Government of India, foreign investors are now allowed to bring in fresh money and technology to India irrespective of the impact on local partners in any existing joint venture.

Source: Consolidated FDI Policy, Effective April 2011, Government of India

iii. MAJOR PLAYERS
According to a National Restaurant Association of India (NRAI) 2010 report, the fast food industry in India is currently estimated at ` 6,750 crores to ` 8,000 crores, growing at a CAGR of 35-40 per cent annually. A major chunk of this market is ruled by global players like McDonald’s, Yum! Brands, Dominos, Subway, Taco Bell, Barista etc.. The main reason behind the success of the multinational chains is their expertise in product development, sourcing practices, quality standards, service levels and standardized operating procedures in their restaurants, a strength they have developed out of their years of experience around the world.

But domestic players like Nirulas, US Pizza, Pizza Corner, Kaati Zone and home-grown Coffee Day Group or even Haldiram’s, Bikanervala, Rasna’s Devil’s Workshop are not lagging behind to capture a fair share of the quick meals bazaar.
Major players in fast food are: * MCDONALDS * Yum brands- KFC, PIZZA HUT * CAFÉ COFFEE DAY * BARISTA * DOMINOS PIZZA

* MCDONALDS
International Fast-food chain McDonald’s is the world’s leading food service retailer with more than 31,000 restaurants in 119 countries serving more than 50 million consumers every day. McDonald’s India is a joint-venture company managed by Connaught Plaza Restaurants Pvt Ltd in northern and eastern regions and Hardcastle Restaurants Pvt Ltd in western and southern regions.
McDonald's made its India debut in 1996 with one outlet at Basant LoK in Delhi and at present, it has 211 restaurants of which 105 are in North & East India and 106 in West & South India.

Apart from metros, McDonald's is fast reaching rural areas as well, as there are 14 outlets in Haryana, 11 in Punjab and 28 in Uttar Pradesh.

* Yum! Brands Inc.
It is the world's largest fast food company with 35,000 restaurants in over 110 countries. Yum restaurants include KFC, Pizza Hut, Taco Bell, Long John Silvers (LJS), A&W, Pasta Bravo, Wing Street, and East Dawning. KFC, Pizza Hut, Taco Bell, and LJS are the world leaders in their respective categories. There are three operating regions as well: the US, China, and International. Yum is part of the Quick Service Restaurant (QSR) industry primarily competing with McDonald's (MCD), Domino's Pizza (DPZ), and Burger King Holdings (BKC).

PIZZA HUT
The move to 'localize' the fast food tastes has paid rich dividends and increased brand loyal customer base for the companies. Pizza Hut is known to introduce Indianised version of pizzas to attract the local customer base.

"We launched products like Karahi Paneer, Teekha Paneer and Karahi Chicken long time ago and it was a complete success. Soon, you will see more of such products," says Umesh Kumar, Manager, Pizza Hut, CP. Bakshi says the age old saying of 'when in Rome, do as the Romans do' holds the USP.

KFC
Since its founding by Colonel Harland Sanders in 1952, KFC has been serving customers delicious, already prepared complete family meals at affordable prices. There are over 15,000 KFC outlets in 105 countries and territories around the world.
KFC is the world’s No.1 Chicken QSR and the largest brand of Yum Restaurants. The company is constantly experimenting with consumers’ needs and market trends and has expanded to 21 cities in India. In the next 5 years, the brand aims to open 500 outlets expanding to 75 cities. KFC would also introduce some of its other international range of products in the country. The company has achieved 75 per cent top-line sales growth (Y-O-Y) since the last 5 years.

* CAFÉ COFFEE DAY
A division of the Amalgamated Bean Coffee Trading Company Ltd (ABCTCL), Cafe Coffee Day currently operates 1,185 outlets across India across three formats -- lounges, cafes and kiosks. It is looking to add about 815 new outlets in the next three-and-a-half years.
"The company has a plan to aggressively expand the number of outlets it operates to 2,000 cafes by the end of 2014," Cafe Coffee Day president (marketing) K Ramakrishnan said

* BARISTA

The Barista coffee chain in India is owned by the Italian manufacturer of coffee products, Lui Lavazza.
Currently Barista’s India operation contributes nearly 3-4% of the Lavazza’s global turnover, with sales standing at a little over Rs 200 crores. Lavazza operates in 90 global markets and reported a turnover of Rs 6,780 crores in 2011. To achieve that target, Lavazza plans expanding its retail footprints at a growth rate of nearly 25%. Over the next 2-3 years nearly 50-100 outlets will be opened, with an estimated investment of Rs 15 crores for 50 stores. At present there are 160 stores in India.

* DOMINOS PIZZA.

Domino’s Pizza the Pizza Delivery Expert and market leader in organized pizza home delivery segment (source: The Food Franchising Report 2009) announced crossing of 400 store milestone in India (in last quarter), with visit of Patrick Doyle, President & CEO Domino’s Pizza Inc., to mark the milestone. Domino’s Pizza India has witnessed unprecedented pace of growth in Food Service category, with the addition of over 100 stores in just 15 months.
India being the biggest market for its online sales globally, in a few years. Domino's, which went online in September 2010, currently has over 10% of its annual sales coming from the online medium

iv. FISCAL AND MONETARY POLICY * The evolving industry is a significant contributor in terms of tax or VAT to the economy. Currently it contributes $220 million and has the potential to reach $770 million.

* 100% FDI is permissible in the sector under the automatic route.

v. DEMAND DRIVERS
Demand Side Drivers – The Demographic Profile of the Indian Consumer Segment

* Favorable demographics and growing working population to augment demand for food service chains

With a population of 1.2 billion, India represents one of the largest consumer markets in the world. Additionally, the country enjoys one of the largest and most balanced demographics in terms of age, as India has more than 50% of its population below the age of 25 and more than 65% is below the age of 35. Currently, 63.38% of the population is between 15-59 years. The tremendous growth in its population of young people is likely to bring about a shift in the Indian food service trends, as young population drives the demand for processed and health foods. This would provide an impetus for the growth of the food service industry. * Growing disposable income

Growing affluence and higher spending capacity provides a huge opportunity for the food services sector. With higher disposable income, consumers do not hesitate to spend more on eating out. * Increasing number of working women

Not only has the working age population risen but the proportion of women among the employed has also gone up. With the number of working women on the rise, households are expected to increase the frequency of eating out as a result of less time available for women for household activities. * Increasing urbanization

The proportion of Indian population living in urban areas has displayed an upward trend for several years. Expected to grow even further, the urban population will contribute to increasing demand for eating out. * Growing Middle Class

The middle class has been the largest patron of the food service industry and is expected to grow by 67% by 2015. This would definitely increase the “dining out” consumer base. 5

vi. DOMESTIC ECONOMIC CONDITIONS

* There are 10 million street vendors in India, of which 6 million sell ready to eat food.
According to a report by Technopak Analysis, the market size of the food service sector is estimated to be $8.1 billion by 2013 and $9.6 billion by 2018. It is growing @ 5-6% per annum. * The industry provides direct employment to 5 million individuals, five times the IT industry and 10 times the Hotel industry.

* According to a report by ASSOCHAM, the consumer spending on processed food has increased at an average rate of 7.6 per cent annually from 2008 to 2010 and this is expected to rise at an average of around 8.6 per cent until 2012.

* According to research report, “Indian Fast Food Market Analysis”, the Indian Fast Food Industry is anticipated to grow at a CAGR of around 34% during 2011-2014
The major shift in food habits of urbanites and the interest of the rural population to try their hands on the fast food menu has paved way to the growth of the fast food venture
There is a large scope of growth in the untapped tier-II and tier-III cities, owing to which, major fast food retailers have already started applying various marketing strategies in popularizing their brands in these cities. Furthermore, they are aiming to provide affordable and customized products to suit the needs of people that would ultimately provide necessary boost to the Indian fast food industry. 3. COMPANY ANALYSIS
RJ Corp:
It was in the year 1991 that the Indian Economy opened up, It provided ground for not just the free spirited Indian Entrepreneurs but also some of the world’s largest brands and MNC’s. As they made a beeline for India, they found an able partner in the name of RJ Corporation.
RJ Corp Limited, through its subsidiaries, engages in the businesses of food, beverages, medical, and education. The company was founded in 1980 and is based in Gurgaon, India. It is the channel partner to some of the biggest and the most reputed brands of the world like Pizza Hut, Pepsi, KFC, Costa Coffee, Cream Bell, Cryobanks and DPS.
It was in 2006 that RJ Corp partnered with Cryobanks International, USA to set up its India’s operations. Cryobanks International, USA is the leader in stem cell banking- a niche and a highly specialized field in healthcare. At Cryobanks India, special focus is given on research of stem cell therapies as a potential treatment for cardiac diseases and diabetes. Towards this it has set up a 28000 sq feet, state of art stem cell processing and banking facility at Gurgaon, Haryana.
The group’s foray into the education is intended to provide exceptional opportunities for the development of the academic abilities of the students. RJ Corp is associated with Modern Montessori International (MMI) Singapore, and has plans to open pre-school educational institutions across the country. RJ Corp has also partnered with Delhi Public School educational society to run and manage its school in Gurgaon and Jaipur.
Global Presence:
With an existing and established dairy business in Uganda and Kenya, RJ Corp also have PepsiCo’s Franchise rights in Nepal, Africa and Sri Lanka. The co. has an in beverages plant in Mozambique, which has been operational for over a year, and owns Franchisee bottling rights for Zambia, Zimbabwe and Malawi. Soon by the year end the company also plans for all these countries as well, along with setting up a dairy business in Rwanda and Tanzania through buyouts or Greenfield ventures.

Devyani International Limited (DIL):

The group ventured into restaurant business and thus instituted Devyani International Limited.
DIL being a key associate company of RJ Corp owns and operates 80 plus Pizza Hut and KFC restaurants in India, Nepal and Nigeria. DIL also owns and operates 45 plus Costa Coffee stores in India.
On March 14, 2011, Devyani International Limited had announced the launch of a pan-India chain of South Indian Quick Service Restaurants called Vaango. The first outlet was inaugurated at Noida Sector 18 market in Delhi NCR on February 5.

Vaango is a first-of-its kind concept restaurant where authentic South Indian food has been presented in a strikingly modern ambience.

Speaking on DIL’s strategic expansion into home grown brands that address Indian food preferences and tastes Virag Joshi, President & CEO, DIL said, “An increasingly globalized environment and India's growing economy is fuelling demand for new retail formats that meet the aspirations of consumers. With a successful track record with top global brands like Pizza Hut, KFC and Costa Coffee, DIL, is well placed to leverage this expertise to launch its own brands”.

Going forward they are targeting a pan India chain of 100 Vaango outlets over the next few years with an investment of close to 100 crores.

Vision:
To be the most preferred Restaurant Company for people and customers alike.

Mission:
To be a people centric, customer focused and process driven operations, striving for excellence, day in and day out with a beat year ago and a turnaround mentality.
3.1 Business life cycle
Vaango being a 1.5 years old brand is in the Startup stage which is characterized by the strong organizational learning effect and increasing competitiveness. This stage involves increased production, new recruitment, and the development of strong brands through focused marketing activities.

To push Vaango towards the second phase of growth there are lot of efforts that the brand is making in form of PR activities, Promotional events etc. As the brand have plans to open chain of 100 outlets across India.

3.2 Product & Services Vaango is a unique concept where one can enjoy authentic South Indian food in a contemporary ambience. * It is a new South Indian restaurant chain built on the QSR model. * Vaango offers warm, quick, efficient and friendly customer service and highest quality food. Their outlets are designed with an open kitchen concept that’s been based on the principle of world class quality & hygiene. * The menu has traditional delicacies from South India. It serves authentic vegetarian South Indian food in a modern ambience, and caters to all age groups who are willing to try something new, fun, but with an authentic taste.Also, there is a special health section on the menu for calorie conscious people which includes neer dosas & appams. * There are seating zones for friends, family, and comfort seating with soothing music to enhance the overall experience. In a unique effort, Vaango makes the eating experience more interactive and fun: It engages customers with Facebook, which offer fun contests, menu updates, reviews, discussion forums. Through a touch screen based Facebook app a customer can simply click his photo and upload it on Facebook within seconds, recording his Vaango moment at our Live web station | 3.3 Market DynamicsPorter’s Five Force Analysis of the Market:Porter’s Five Forces framework is a simple yet powerful framework that identifies the strength of each of five market levers on an industry: Suppliers, Customers, Potential New Entrants, Substitutes, and existing rivals in the Industry. Knowing these market dynamics allows businesses to make wise decisions that minimize risk and maximize return in any industry.Market
Fig-11: Porter’s five Force ModelNow let us look at each of these five forces from the point of view of the market and the industry in which DIL operates:Threat of New Entrants: The restaurant industry in India has low barriers to entry as new organizations come and go with great rapidity. This prevents dominance by any one, or a few, organizations. Economic rents initially are usually low. This makes the industry unattractive. Following are the elements which help in determining the level of threats from new entrants:Fixed and Working Capital Requirements: A high amount of fixed and working capital is a big cause of concern which discourages the new entrants and thus makes the industry lucrative. Hence, Vaango does not have any threat of large no. of new entrances. However, it will have to compete with the existing competitors who are established in the market.Access to Distribution: How do organizations get their product or service to market? Would we need to duplicate the distribution channels or could we tap into existing channels? In case of a QSR business the distribution channel needs to be very effective because large quantities of inventory cannot be kept as the product involved is of perishable nature and the JIT distribution model which is most preferred model is very difficult to operate upon, due to these constraints the no. of new entrants in QSR business is not alarming.Bargaining Power of Suppliers: Suppliers are those who provide resources to the business. It might be suppliers of raw materials or products for resale, the landlord, or employees who provide the human resources for a business to run. Following are the elements which help in determining the bargaining power of suppliers: * Supplier Concentration. * Access to labor. * Access to capital.While operating a restaurant, one looks at suppliers of food noting their reliability, quality, pricing and whether they offer credit terms. If there are multiple potential suppliers or a single supplier. Multiple suppliers compete for business and typically offer better service, whereas a single supplier can hold a business hostageThe businessman will review the labor market in the area. What skills are necessary for this business? Are there enough skilled workers? What are the typical wages offered for similar jobs?Next step is to look at real estate resources. Establishing a business at one location is an investment because there will be significant “switching costs” to move. And also the rent of the location will form major part of the fixed cost.In our case Vaango has its own commissary of RJ corp as the supplier which gives it an edge,But restaurant industry has a high employee turnover thus the availability of right people is a critical factor. Bargaining Power of Buyers: First, determine who the buyers are. Are customers fickle or steady? How strong are they financially? Once they make a purchase decision, how likely are they to do business with others? What are other key characteristics of customers and potential customers? And how important is each characteristic to the success of the industry?Knowing the answer to these questions helps a business determine not only whether a market is profitable, but provides additional useful information for pricing, marketing, and product offerings. In our case the bargaining power of the buyers is very low or can be said to be negligible as it’s a retailing business with no intermediaries, also the products are not purchased in bulk hence reducing the bargaining power of the buyers. Whatever discounts the customers get are a part of the promotional activities of the outlet and have not influenced by the bargaining power of the buyers.Price sensitivity: Are buyers price sensitive? This deals with elasticity of demand. Is the industry able to pass cost increases on to the buyer, or must they absorb them?In case of QSR buyers are price sensitive because of the wider choices of reasonable food available in the market. Hence, the menu prices must be decided keeping in mind the price sensitivity.Buyer switching costs: Do buyers have switching costs that would limit their willingness to switch suppliers? If the industry has been able to create switching costs, that gives the industry power over the buyer and makes the industry attractive. The switching cost involved in this kind of industry is negligible thus buyers can switch anytime they wish to, but this fact does not have much influence on their bargaining power as majority of the customers in this market are first or second time visitors.Threat of Substitute Products: A substitute is any product or service that will fulfill the same need while using a different technology. When it comes to analyzing the force of substitutes, businesses must understand the difference in price between their product and the substitute product as well as the susceptibility for customers to use substitutes. Whereas people will readily substitute a frozen pizza for a delivered one, they are less ready to substitute the bus for a used car, or substitute industrial parts due to the reengineering that might be involved. Again, identifying the substitutes is only half of the information a business needs to analyze. The impact of each variable on the industry is also important to understand. Ours is a dine in restaurant which prepares the food on the customer’s orders while there are other outlets like Domino’s, Kiosks etc which sell ready to eat and take away friendly food which such as pizza, burgers, sandwich, snack pouches etc which a consumer can have on the go. The products sold at these outlets serve as substitutes to those available at Vaango. Rivalry amongst Existing Competition: The existing competition in the market is pretty high as there are five to six restaurants in the Delhi NCR region offering products similar to that of Vaango in a dine in format. Although the product offerings are the same, Vaango has managed to create differentiation in the service offered. All the other south Indian restaurants provide a slow service whereas Vaango stands out as the only QSR which takes an average of 6 minutes for its orders.Diversity among competitors: Are organizations following different strategies? If so, they have found market niches and this reduces rivalry. If they are all following the same strategy, they are fighting for the same markets and this increases rivalry, making the industry unattractive. In order to reduce the existing rivalry among competitors, Vaango is trying to create a separate niche for itself by differentiating its services.Industry growth rate (past and projected): If there is a positive trend to industry growth rate and it is greater than the inflation rate, then organizations are able to grow without taking market share from other organizations in the industry. This reduces rivalry and makes the industry attractive. With the increase in per capita spending of Indians on food items, the restaurant industry too is growing at a fast pace. This to an extent reduces the inter segment rivalry among the existing players. Key Findings from Porter’s Five Force Analysis:From the above analysis, it can be concluded that the market looks is very lucrative and offers great growth potential for Vaango because Threat of new entrants – LowBargaining Power of Suppliers – LowBargaining Power of Buyers – Medium- HighThreat of Substitute Products – MediumRivalry among Existing Competitors – MediumWhen there is no threat of new entrants and your suppliers have low bargaining power means a business can carry on its operations in a cost effective manner but Medium to High bargaining power of Buyers needs to be tackled with strategic menu pricing. Now a high inter segment rivalry and a medium threat of substitute products can be neutralized by the Branding and promotional activities. Vaango has accordingly positioned itself to take advantage of the attractive market. It has created a separate niche for itself by providing a service which is completely different from that of its competitors. This was necessary to stay a step ahead of the competitors. The threat of substitutes is handled by promoting its offerings so that the customers are not wooed by the substitutes available to them. After an analysis of Porter’s five forces it can be said that the conditions here provide a favorable business environment and the market is fairly attractive for setting up a business venture, one like Vaango. |
3.4 Competitor analysis
Concept wise Vaango does not have any competitors. As there is no QSR offering south Indian food in a contemporary ambience.
However, there are many indirect competitors when it comes to Product offering, restaurant type, target customers etc. * Product offering
Sagar Ratna, Saravanaa Bhavan, Naivedyam, Coco palms and Gunpowder are the competitors in the Delhi NCR region offering same product i.e. South Indian Food.

* Product variety: The menu of these restaurants is quite exhaustive whereas Vaango have limited variety in the menu. * Price: Vaango is at par with these competitors in terms of prices, with minor differences of Rs.10- Rs.30. * Quantity: The portion sizes of meal served by competitors is a bit large than Vaango.(Fact highlighted by target customers)

* Restaurant Format (QSR)
Dominos, Pizza hut, McDonalds, KFC etc. are the few competitors as far as the restaurant format are concerned.
Dominos- It provides dine in facility to its customers but the main focus of Dominos is their home delivery service.
Pizza Hut- The objective of pizza hut is to provide a memorable dine in experience to its customers which is visible from the practices they follow such as Special pizza hut birthday song.
McDonalds, KFC- both of them follow similar format where their focus is quick service rather than service experience.
Vaango being a Quick Service Restaurant focuses on its speed of service as well as the quality of service, its objective is to provide delightful dining experience to its customers with quick delivery of the food ordered.
3.5 Customer relationship

Vaango’s consumers are those with a progressive lifestyle, who enjoy eating out, but clearly prefer good value. Those, for whom eating out is a social statement,

* Following are the Outlet Team Deliverables to develop healthy customer relationship.

* Daily Transferring of data: Everyday all positive and negative complaints are transferred from the visitor’s book to the feedback section in www.vaango.in with all the shared details. * Target Contact Time: Within 24 hours the customer is contacted and then every guest interaction as 1st response, 2nd response & so on is captured in the CRM software. * Problem Resolution: Follow up with the customer is done till the problem is resolved or an appropriate response in the Customer Reply filed to ensure the loop is closed. * Online Feedback: Consumers are encouraged to fill online feedback through the touch screen. * Feedback in between meals: It is ensured that feedback is taken from every table in between the meals to MINIMIZE negative feedback.

* Being a part of the Vaango club makes their consumer feel special and privileged.
Customers are also welcome to join the Mobile Loyalty programme where they avail special offers as a part of the loyalty club. They also encourage people to use sms and engaging touchscreen as a feedback mechanism, and they are very responsive to suggestions and ideas shared by the guests

* Vaango CRM
At the end of everyday restaurant manager has to enter all positive & negative comments into the central CRM system. All data gets stored in a central CRM server.

Store feedback

* The Positive feedback can be viewed and an auto email goes to the customer:
Sample of the auto email:

Dear Neelam, Thank you for writing to us; we highly value your feedback. We appreciate your patronage to Vaango and look forward to your suggestions and feedback.
Thank you for your precious time; we will continue to delight you with our products and services. Regards, Vaango Team

* There is a separate section on suggestions which can be viewed and action can be taken accordingly.

Screen shot of suggestion section in the CRM database

* Scope for Personalization: On the screen purchase history is visible to the cashier as the mobile number is entered; So the conversation can start with: “Sir would u like to order your favourite Idlis”……. * Their visit details help them to capture the visit frequency of consumers.

Screen shot showing the visit frequency of consumers * Strategy

1. Form Clusters:
Loyal
Customer>2 visits but not come since 1 month – Customized offers from purchase history. Lapsed
Customer >60days - Target through very aggressive offers to win them back.

2. Winning Back Lost Customers:
Following schemes are offered to bring the lost customers back to vaango-

3.6 Branding Practice

A brand is a "Name, term, design, symbol, or any other feature that identifies one seller's good or service as distinct from those of other sellers." There are various elements on which branding practice of Vaango can be analyzed:
Brand elements * Name: The word or words used to identify a company, product, service, or concept.
Vaango is the chosen as the brand name which means ‘come in’ in Tamil. It is short and can be easily pronounced and goes with the theme of the brand. * Logo: The visual trademark that identifies the brand.
Banana leaf with Vaango! Written on it is the official logo. It clearly identifies and relates to the south Indian restaurant concept. * Tagline or Catchphrase: “Authentic South Indian Food” is chosen as the tagline for Vaango to ensure that the prospective customers are clear of what exactly the brand is offering. * Colors: Green and yellow are the theme colors of Vaango, which are in sync with the contemporary theme yet maintain the authenticity of south Indian ambience. * Sounds: Vaango has its own tune which is modern south Indian mix of instruments with vocals of the brand name (Vaango!). * Tastes: there is no trademarked recipe but to make the food authentic and suit the customer requirements there are a few products included in the menu such as- Filter Coffee, health specials(appams & neer dosa) * Spokesperson/ambassador- instead of going for celebrity endorsement, Vaango has chosen a mascot to speak for the brand. “Anna” is the face of Vaango which is a caricature of south Indian man wearing traditional south Indian attire and hands are joined (showing the gesture of “vannakam”).
3.7 Promotional practices
Vaango’s promotional practices can be analyzed using the Lavidge and Steiner model.According to the Lavidge and Steiner Model, a customer who is totally unaware of the product goes through the following a hierarchical sequence of events on six levels before making a purchase:

Hence, the promotional practices of Vaango which is only 1.5 years old brand are aimed at: * Creating awareness about the brand
This is done through the online medium which consists of the official Vaango Facebook page, more the likes, more no. of people will get aware of the brand name. * Informing the target audience
There are number of mediums that are used by vaango to provide information such as:
Print media-
Flyer distribution which contains information about the location of the restaurant, type of food offered, price range etc. Newspaper reviews
Online media-
The official website of Vaango is designed in a very user friendly manner so that if someone visits the website he/she can easily get all the information about the brand. * Instigating liking for the brand
Recognition of customers is used as one of the tool to instigate liking for the brand, various contests are conducted online and then the results are announced acknowledging the winner. * Persuading the target audience to make purchase
To persuade customer to make purchase Vaango take help of various discount coupons, gift vouchers and low price meal offers. 4. PROJECT SPECIFIC ANALYSIS

4.1 Marketing Mix - 7 P’s in Service Marketing:

People
Promotion

Place
Process

Target Market

Physical Evidence
Price

Product

The marketing mix is one of the most famous marketing terms. It is the tactical or operational part of a marketing plan. There are two concepts for marketing mix: 4P’s and 7P’s. The concept of 4P’s has been long used for the product industry while the latter has emerged as a successful proposition for the services industry. The services marketing mix which consists of 7Ps of marketing can help ensure that your business offer is in alignment with your company’s strategy.
The offer you make to your customer can be altered by varying the mix elements. So for a high profile brand, increase the focus on promotion and desensitize the weight given to price
The focus here will primarily be on the additional three P’s in the service marketing i.e. People, Process and physical evidence and the first four P’s i.e. Product, Price, Place, Promotion will be discussed briefly: PRODUCT:
Product means the goods-and-services combination the company offers to the target market.This includes the appearance, functionality, and support or non-tangibles the customer will receive. The physical product itself is part of “product” as well as any packaging it arrives in.
In case of Vaango the product includes- the south Indian dishes on the menu, beverages, presentation, service quality, and staff assistance.
PRICE:
Price is the amount the consumer must exchange to receive the offering. Considerations include whether you will charge the same amount all of the time or vary it in some way. Varied pricing could occur according to geography, time frame, or volume.
Vaango has adopted a varied pricing policy for their outlets in Gurgaon region, with the variance of Rs.10.
PLACE:
Place in case of services determine where the service product is going to be located and how your product is distributed and sold. Will you deliver in person or through the internet or telephone? These questions involve “place”.
At Vaango the Management board decides upon the final location of the restaurant after considering the following factors: * Rent of the property * Competition around that place, sales analysis of competitor * Corporate outlet, mall, residential area * Location audience * Vicinity, presence of any landmark e.g. metro station * Footfall trend
And since Vaango is a new brand which is still in the brand building stage, all their restaurant outlets are company owned and not by any third party.

PROMOTION: Promotion includes all of the activities marketers undertake to inform consumers about their products and to encourage potential customers to buy these products.
There are various Brand Communication activities conducted by Vaango to make the customers aware about the brand as well as persuading them to make purchases.
These activities will be discussed in the later part of the report.

PEOPLE: All human actors play a part in service delivery and thus influence the buyers' perceptions; namely, the firm's personnel, the customer, and other customers in the service environment.
An essential ingredient to any service provision is the use of appropriate staff and people. Vaango’s management aims to apply for the customers in People accreditation, which tells consumers that staff is taken care of by the company and they are trained to certain standards. In the food and beverage industry, the staff plays an equally important role in the success of the business as does the taste and quality of food sold.
Following are the practices followed by the company for people working in their QSR Vaango: * Training
Recruiting the right staff and training them appropriately in the delivery of their service is given utmost importance at Vaango. The training initiatives by the company are as follows:
Training the new employee:
First day they have a session with HR, where they are informed about the company’s policies, practices, vision, mission and history and for which brand they would be working. The remaining two days are assigned for classroom training which is brand specific.
A service manual is also distributed to the staff members consisting of workplace ethics, necessary hygiene and safety measures. * Personal selling
Consumers make judgments and deliver perceptions of the service based on the employees they interact with. Hence, every staff present in the outlet acts as a salesman
Order taker as a salesperson-
It was observed that the person who takes the order at the counter, through his up selling skills, can make the customer to order for more than that he was actually planning to place. In Vaango it is made sure that the cashier has all the information regarding the menu and possesses appropriate interpersonal skills.
Serving staff as a salesperson-
Serving Staff also addressed as ‘Vaango team members’ have the appropriate interpersonal skills, aptitude, and service knowledge to provide the service that consumers are paying for. Their south Indian way of greeting their customers with ‘Vanakkam’ is appreciated by the guests.
Creative sellers -
Creative sellers work to persuade buyers to give them an order. At Vaango creative selling is done by team members only- through flyer distribution near outlet, putting standees and banners in and around the restaurant location.etc. * Customer service
The way in which a complaint is handled can mean the difference between retaining or losing a customer, or improving or ruining a company's reputation. In Vaango they believe in Smiling and spreading smiles, and hence make all the efforts to make their customer’s experience delightful.

PROCESS:
It is actual procedures, mechanisms, and flow of activities by which the service is delivered.
Being a Quick Service Restaurant it is the most important P for Vaango.
Speed is their USP when it comes to south Indian restaurants. For an efficient service delivery they try and set standards, currently the approx average time taken for the order to be served is 7 minutes and they keep revising it to make it even less.

PHYSICAL EVIDENCE: Where is the service being delivered? Physical Evidence is the element of the service mix which allows the consumer again to make judgments about the organization.
The physical evidence for Vaango would be:
Menu board- which is easy to read and strategically made with attractive colors and pictures of the dishes offered.
Ambience- they have tried to make it soothing and authentic with south Indian instrumental background music, use of ‘Vaango’ colors i.e. Green and yellow in the interiors.
Presentation- to give the food more authentic feel, it is served on banana leaf with unlimited servings of sambar.

4.2 Classification of the Vaango’s product as Good or service-

There are obvious differences between goods and services that are analyzed based on characteristics of each.
The product offered by Vaango can be classified as hybrid mix of both Goods and services. As it consists of the main product (Food) and the dining experience (service provided by the staff, ambience etc.)
Pure Services
Pure Goods

CHARACTERISTICS OF SERVICE
INSEPERABILITY

A key distinguishing feature of service marketing is that the service provision and provider are inseparable from the service consumption and consumer.
So if an individual visits Vaango he can enjoy the dining experience only at the Vaango outlet and nowhere else, similarly Vaango can serve its customer only when he is physically present inside the restaurant.
One benefit would be that if a customer is unhappy he can inform the staff and that instant feedback means that the service quality is improved.
Another benefit is that customization is possible to some extent because the customer is involved in the production process.
Intangible

INTANGIBILITY
Although the restaurant food is tangible- customer can see, touch, smell and taste it. But the overall dining experience that a guest has is of intangible nature. For instance, a customer who is visiting Vaango cannot see or measure the hospitality of the staff, he cannot touch the dining experience he had in the restaurant be it the soothing background music, lighting, contemporary décor etc. but this intangibility of the service act as an advantage also, a customer might forget the taste of the food but he will remember the great time he had in the restaurant because of the friendly staff, quick service and wonderful ambience.

PERISHABILITY
You cannot put service in the warehouse, or store in your inventory. For instance, if you go to the restaurant and find out that it is fully packed then the restaurant manager cannot provide the services later when you have left. This happens because of the perishable nature of the service, it is to be provided and consumed at the same time.

VARIABILITY
Since the human involvement in service provision means that no two services will be completely identical, they are variable. But in Vaango they try to make the experience in terms of food and service consistent for all the customers and for all the visits so as to avoid any disappointment on the other end. 4.3 BRAND COMMUNICATION

EXTERNAL COMMUNICATION

i. Web presence analysis

A Web presence analysis is an exercise that helps you determine how your business is perceived when someone searches for your area of expertise.

Following are the main questions that a business must keep asking itself when it is trying to make its presence felt in the web world.

* How well can your business be found when someone searches? * Is your brand consistent across all of your online properties? * How is your business seen with respect to your competition?

A Web presence analysis includes:

1. Keyword analysis and research 2. Search engine visibility 3. Website structure analysis 4. Social media analysis 5. Competitive understanding

* Keyword analysis and research

Search engine do Indexing activities which involves indexing relevant keywords. Optimizing a website may involve editing its content and HTML and associated coding to both increase its relevance to specific keywords and to remove barriers to the indexing activities of search engines.

SEO tools used: Keyword density checker and Search Engine Spider Simulator

Results and findings from Keyword density checker tool:

* Keyword cloud:
Keyword Cloud is a visual depiction of keywords used on a website; keywords having higher density are depicted in larger fonts.
Ideally the main keywords should appear in larger fonts at the start of the cloud

Analysis:
As we can see in the above keyword cloud, the main keywords are Vaango, South Indian and Restaurant; these are the words that appear more frequently on the official website of Vaango. * Keyword density:
This tool will crawl the given URL; which was http://www.vaango.in/Index.aspx (the vaango website), extract text as a search engine would, remove common stop words and analyze the density of the keywords.
Keyword Density is the percentage of occurrence of your keywords to the text in the rest of your webpage. It is important for the main keywords to have the correct keyword density to rank well in Search Engines.

Analysis: The word Vaango has maximum density of 10.14% followed by the words- south, Indian, restaurant and press having 2.9% occurrence.
This means that if someone types any of these keywords on a search engine then it would extract these from the text on website and will show Vaango’s website link in the search results.

Results and findings from Search Engine Spider Simulator
A lot of Content and Links displayed on a webpage may not actually be visible to the Search Engines, e.g. Flash based content, content generated through JavaScript, content displayed as images etc.
This tool simulates a Search Engine by displaying the contents of a webpage exactly how a Search Engine would see it. It also displays the hyperlinks that will be followed (crawled) by a Search Engine when it visits the particular webpage.
Analysis:
After using this tool on the URL of Vaango website it suggested the following keywords which must be used/ added to the text on website to make it more visible to search engines. * Suggested keywords:
South Indian restaurants
South Indian cuisine
Masala dosa
South Indian recipes
Food restaurant family restaurants

* Search engine visibility
Benefits of analyzing search engine visibility of business is that it makes your business more visible throughout the social web and It creates more links back to your website.

* Visibility of Vaango! via social sites, directories is good.

* Cannot be located on Google maps
Vaango’s Gurgaon outlet cannot be spotted on Google maps, which might result in loosing prospective customers searching for this south Indian restaurant to competitors.
Keywords typed: * South Indian Restaurants in Gurgaon, Haryana * Vaango in Gurgaon, Haryana

* No Google reviews available for Vaango. Google reviews are not available for vaango whereas reviews of other south Indian restaurants such as coco palms and Verdhan restaurant are.
The reason could be that Vaango is a new brand and it will take time for the word of mouth to spread.

* Not featured on kingfisher’s food guide

Keyword typed:
South Indian

This shows the weak presence of Vaango on web, besides communicating through own sources like the official website and Facebook page it must also focus on how it can reach its customers through recommendation engines.

* Website structure analysis How your website is structured has a lot to do with how well you will be indexed in the search engines and how readily you will be found. * Website navigation system * User friendly * Easy and quick loading

* Basic structure * Homepage- use of attractive colors, informative slideshow, music helps in engaging the guest. * Main sections- appropriately classified with relevant content. * Highlights- Live kitchen, south trivia, chef special tips. * Social Media Analysis Presence on the social media sites for this exercise is about brand consistency, message communication and participation across all the sites. Vaango utilizes the social media space through its official Facebook page where it provides its fans/customers a platform to share their experience and communicate any news or facts about the brand. For the purpose of this analysis I studied Official Facebook pages of various other QSR brands and listed out a number of recommendations. * Competitor Understanding Beside from analyzing own online presence it is also important to beware of what your competitors are doing with their web portals. Compare your results with that of your competition. Understanding where you are stronger or weaker in relation to their presence will help you determine where you should be channeling your marketing efforts. ii. Assessment of Outlet communication; External and Internal
Flyer distribution
Flyer distribution is done by Vaango team members only so that when the brand is approaching a prospective customer it is being represented by its own employee, this serves the objective of bringing consistency in the brand.
Newspaper insertion
For a wider reach, news paper insertion is done in a pre specified region in such a manner that the target customer is receiving the flyer at least twice a month.
Interior of the outlet
The interior decoration of the outlet is in line with the concept of the brand which is serving authentic South Indian food in a contemporary ambience. The Outlets are designed with an open kitchen concept that’s been based on the principle of world class quality & hygiene. The Vaango theme colors i.e. yellow and green are used on walls and to create an authentic ambience traditional south Indian instrumental music is played inside the restaurant premises.
In-store advertisement
To instigate hunger, large boards with delicious food pics are placed on the restaurant walls.
And also to crack any business opportunities, there are a few standees displayed inside the outlet with information on various offers like Kitty party arrangements or birthday party celebration.
Email and message marketing
Vaango also uses Email as a medium to communicate to its existing customers who have shared their contact details. The communication consists of thank you note, coupons, latest offers etc.
Use of promotion materials such as Standee, blade board, banner, mascot etc..
These materials help the brand to get necessary attention.

iii. Brand communication with respect to PR
All these communication efforts that were discussed till now incur some cost whereas brand communication through PR is one medium where your brand is recognized and praised for the good work done in the respective industry. * Media coverage’s
Following are some newspaper review articles that were published:

* Tie up with WWF
On world environment day, Vaango has joined hands with WWF to conduct an awareness campaign on environment. Various activities are planned for the week across all Vaango outlets it would help the brand to get recognized as a socially and environmentally responsible brand.

* The week long celebrations (30th May to 5th June) at Vaango aims to emphasize the importance of protecting our planet and promote an understanding that each of us individually can play a significant and effective role in tackling environmental issues. In order to spread eco-awareness, Vaango along with WWF will spread easy tips to preserve environment within our own capacities. * The celebrations will also include fun-filled games and contests around environment awareness. * There will be special offers from Vaango and great WWF merchandise to be won by consumers with their involvement with the activities.

iv. Promotional schemes and discounts
There are various promotional offers and activities done by Vaango. Some of them are listed below:
“Call for action” activity-- Radio Promotion
A two week long radio promotion was done at the moments mall, where a connect was built with ongoing T20!
A second spot was played which announced a 20% off within 30min of the promo being played, the customer had to come to the counter within 30 mins of the promo being played and had to speak the password (announced in the promo) in order to get 20% discount on the total order. This activity was repeated every alternate hour 11,1,3,5 and 7 ( 5 hrs ).
Business Objective: To generate incremental sales and push ADS towards target ADS
Marketing Objective: To bring in new footfalls with exciting offers.
This will also ensure brand awareness and brand recall.
Tracking: Daily redemption was tracked to understand the impact of this promotion.
Discount offers- * Breakfast menu @49—this low price menu is available from 8:30 to 10:30 am. [Availability- all outlets]

* Free beverage with every order. This is an example of aggressive promotion, done to promote a new Vaango outlet at Food court where it is facing heavy competition by Haldirams, KFC and a few other outlets. [Validity- moments mall, kirti nagar, Delhi outlet ] * 10% discount who shop for Rs100 and above at Moments mall. [Validity- moments mall, kirti nagar, Delhi outlet ] * Discount coupons are also attached with the flyers.
Innovative Flyer distribution activity:
To make this medium more attractive, they used an inflatable mascot along with the Vaango team member distributing flyers. Following are the few images of that activity:

INTERNAL COMMUNICATION
The internal communications plan and branding is a huge step toward employee engagement. The idea is to cultivate a culture that reinforces the Brand Contract and encourage employees to “live the brand”
Following are the internal communication initiatives taken by DIL for effective brand communication: v. DIL Newsletter
Devyani International Limited publishes its newsletter every quarter, which is made available to each and every employee of DIL across India.
The newsletter contains information regarding the following: * Leader’s speech – In this section the leaders (VP, CEO, COO) address the DIL employees. * Featuring Growth trends- New store openings, Update on any new venture by DIL * In pursuit of Excellence- Showcase the Pizza hut, PHD, Costa Coffee stores which are performing exceptionally well. * Training News * Spotlight- This section of the newsletter is for those employees who win certificates for their contribution in their respective jobs. * Happy moments- Captures the happy occasions of DIL employees on the personal front like wedding etc. * Marketing news- feature news releases, latest marketing activities etc.. vi. Training
At DIL every new joiner go through a three day Induction program;
First day they have a session with HR, where they are informed about the company’s policies, practices, vision, mission and history and for which brand they would be working. Once an employee gets associated with the company, it is made sure that he not only understands but also remembers the core values of DIL; in fact they are asked to recite them as well. The remaining two days are assigned for classroom training which is brand specific. Apart from this session, an induction booklet is distributed to the Vaango employees which consists of all the required information about the parent company, Brand Vaango, workplace and necessary hygiene and safety measures.
The main purpose of this is to make the employees understand what the core values of DIL and Vaango are. And what is the expected behavior at workplace. Following are some of the important facts and guidelines taken from the Induction Handbook of Vaango:
Vannakam!!
You are now part of the largest player in the Indian Retail F&B sector, Devyani International Ltd (DIL)
At DIL our success depends on our people.

We believe in providing legendary service. Our goal is to provide the kind of unique and genuine sort of personal care and attention that our customers tell stories about.

We believe that good enough isn’t. We never stop trying to do it better, no matter how good we are. We constantly strive to "raise the bar.”

We believe in honesty and trust. We work to build trust with others in each and every transaction and interaction. We recognize that honesty and trust form the bond that holds organizations and relationships together.

We believe in the ongoing training and development of our people. We see it as a worthy investment in the future of the restaurant and as a way of enabling our people to achieve their potential in whatever they do.

We believe our continued success depends on teamwork. We know that great achievements are only possible from helping and respecting each other. We welcome you to our family and trust you will treat our guest as you would your own guest in your home.

Safety at work

At Vaango we are committed to maintaining a safe workplace for all our employees and customers. The time to be conscious about safety is before an accident happens. Safety is everyone’s responsibility and is a regular, ongoing part of everyone’s job. * Walk, do not run. The few minutes saved by rushing could result in an injury to you or to another employee. * Report faulty equipment immediately, don’t leave it for someone else to report. * Do not operate machinery unless you have the authorization and training to do so. * Unplug electrical equipment before cleaning it. * Report all accidents and injuries to your supervisor immediately * Open all doors with caution. * Maintain good housekeeping in all areas.

vii. Visual charts and stickers with motivational quotes inside the outlet
This reflects the culture of the organization. To provide constant motivation to the employees there are motivational sayings and charts placed inside the workspace in the restaurant. And to constantly remind the staff that they need to be courteous to the customers all the time there are visual charts on the office wall showcasing the appropriate way to greet and treat the customers.

4.4 SWOT analysis of newly opened Vaango outlet at Botanical garden metro station, Noida Vaango has opened a new outlet on March 2, 2012 at Botanical Garden Metro station, which is their second outlet in Noida, the first one being in Noida sec 18, Atta market. The assignment was to identify the strengths, weakness, opportunities and threats of this newly opened restaurant outlet and give suggestions that can be applied to fetch more profits. Some details about the Outlet: Location - Botanical Garden Metro Station, Gate no. 2, Ground floor, Noida Total no. of retail outlets in the location – Six * Direct Competitors
Dominos
* Barista * Hot ‘n’ chills ( Kiosk) * Easy Day store * Federal Bank * Federal Bank ATM After observing the outlet for more than a week in the month of May following were the findings: STRENGHTS: * Quick service : Vaango has an edge when it comes to speed of service with the average order delivery time being 6 mins, where in Dominos the average order delivery time(dine in) is 15 mins and in Barista it is 10 mins. * Healthy Food : As compared to all other competitors like Dominos, Hot ‘n’ Chills and Barista, Vaango provides a healthier food option with low calorie and healthy ingredients * Hygienic food and environment: Vaango provides hygienic food in a hygienic environment unlike Hot ‘n’ chills(kiosk) which serves food with low hygiene standards and no seating facility. * Authentic south Indian cuisine: The authentic food offering is the USP of Vaango with menu items like ‘filter coffee’ which is not available elsewhere in Noida region. * The restaurant has been established by a group which has been into the food and beverage retailing industry for more than a decade now, thus the required expertise is available. WEAKNESS * Non availability of some menu items like Gulabjamun and ice-creams: These items are supplied to the outlets by RJ corp. owned commissary and non availability of these show a weak supply chain . * No take away friendly menu items unlike Dominos and Hot ‘n’ chills. * Staff does not have thorough knowledge about the region where newspaper insertion is done. This might hamper the effectiveness of this model. OPPORTUNITY * Easy day: There is footfall of nearby residents in the store who pay frequent visits. Therefore, some tie-up can be done with them to draw the footfall to Vaango. * Empty Space near and around the restaurant premises can be utilized for promotional purposes. Blade signage, Flex signage below spirit Global signage and standee and hanging banners at the complex can be a few options. * Corporate offices and Amity university in the nearby area. * People who are commuting through metro wait outside the exit on the stairs, so, effective flyering can be done to persuade them to come and grab a bite at Vaango. * This outlet does not have any washroom facility inside the restaurant and being located in a metro station it would add value to the service offered to the guests, as on an average 5 customers daily enquire about the facility. THREATS * Presence of well known brand Dominos which pulls a lot of customer footfall. * Hot ‘n’ chills the kiosk which offer snacks and beverages is also a matter of concern for Vaango because its price range is Rs. 10-25 which is very low. Based on the SWOT analysis the following recommendations were given by me and many of them were accepted as well. Ideas suggested- * Corporate discounts can be given to the employees of IBM, HCL, Federal Bank, HDFC, DHL and other offices in that region. * Outlet manager must prepare a detailed plan of the sectors in which newspaper insertion is done; these sectors must be broken down into societies and residential blocks. This will help in effective tracking of the insertion. * Due to budget constraints we cannot advertise our brand by putting hoardings, as a cheap alternative we can place green color (Vaango color) Dustbins in the area outside the outlet with vaango logo on it. This will present Vaango as an environment friendly and responsible brand. * Flyer distribution must be done with more energy and vigor to reach out maximum no. of people. * Tie up can be done with Easy day and Amity students so that we can draw their customers to our store. * Emails can be sent to the existing customers whose database we have and can keep them updated about latest news or offers if any. This will help in brand recall. * Blade signage, Flex signage below spirit Global signage and standee and hanging banners at the complex can be used for increased visibility.

Ideas accepted and applied by the organization- * Corporate discount offers were updated for Vaango Botanical garden for IBM, HCL, Federal Bank, HDFC, DHL and various other corporate offices. The discount offers are as follows: For Bill size (250-499) discount offered is 5% or 10% (varies with the company) For Bill size (500 or above) discount offered is flat 10%. * On the lines of the “Green Dustbin” idea, Vaango placed potted plants outside the restaurant premises with green and yellow colored pots (Vaango theme colors) during environment week celebration i.e. from 1st June 2012 to 5th June 2012. * To make the flyer distribution more effective and attractive Vaango used a 7 feet inflatable mascot who accompanies the Vaango team member doing flyering. * Tie up was done with Easy day: They will distribute the Vaango coupons with every bill to Easy Day customers Attached Standee will be placed outside/Inside their store – at a prominent location Easy day flyers will be placed with every tray to Vaango customers * To specially attract Amity students, they will put up a glass sticker on the door saying “Special offer from Amity Students”. Also Vaango will offer synergy card discounts.

4.5 Menu Engineering at Vaango
Menu Engineering is an interdisciplinary field of study devoted to the deliberate and strategic construction of menus. It is also commonly referred to as Menu Psychology. In general, the term menu engineering is used within the hospitality industry (specifically in the context of restaurants), but can be applied to any industry that displays a list of product or service offerings for consumer choice. Typically the goal with menu engineering is to maximize a firm's profitability by subconsciously encouraging customers to buy what you want them to buy.
Fields of study which contribute most to menu engineering include:

* Managerial Accounting
I conducted a primary research where I tracked the no. of people placing an order, for instance, if an order worth Rs. 600 was placed by a group of 3 people, then it would be entered as one order of Rs.600 the system would not know the no. of people consuming that order. Similarly, if one person from that group places another order worth Rs. 40 then system would generate another bill for that and would not consider it as a running order. Hence, to find out what is the average amount an individual is willing to spend, this research was conducted.
Findings of the research: Total Avg. spent per person: | Rs.156.66 | | | | | | Highest spent per person: | Rs. 311 | | | | | | Lowest spent per person: | Rs.45 | | |

Contribution of this research:
By using the information collected through this research there were a few menu changes that were decided by the management team of Vaango: * They have reduced the price of their Perfect meal combo from Rs.165 to Rs. 149 in order to make it closer to the Average spent per person calculated.

* Trial soft drink selling- A trial offer in which a beverage can be added on to the order by paying Rs. 25, otherwise the price per beverage is Rs.40

* Psychology (perception, attention, emotion/effect)
Customer perception of items offered on a menu can also be affected by subtle textual manipulations. The presence of rupee signs or other potential monetary cues causes guests to spend less, thus no such sign or cue is displayed in the menu.
The overall presentation of the menu also leaves an impact on customer’s mind that is why bright colors are used in the Vaango menu with attractive pictures of the food items. * Marketing & Strategy (pricing, promotion)
By using the menu mix and gross profit margins, the relative performance of each combo namely- All time combo, snacky combo, mini meal combo, Perfect meal combo, celebration combo and jumbo combo was determined and assigned one of the following terms: * Stars are extremely popular and have a high contribution margin. Celebration combo, perfect meal combo and Jumbo combo are the stars and Vaango makes special efforts to maintain the quality and standards of these combos as they bring maximum revenues. * Plow Horses or Cash Cows are high in popularity but low in contribution margin. These are the items with price conscious clientele. Mini meal combo is the cash cow in the menu, thus you can neither play around with the prices because the customers are price conscious, nor with promotions as the item is already popular. What can be done is to increase the operational efficiency in order to increase the contribution margin of this combo * Puzzles are generally low in popularity and have higher contribution margins. Promotional schemes for these items can play a big role in increasing the contribution margin of these items and can be helpful in converting these items into stars. Snacky combo falls under puzzles. * Snacky Combo
Celebration combo

High
Dogs are low in popularity and low in contribution margin. All time combo is the Dog of Vaango menu with lowest contribution margin and lowest quantity sold in past five months.
Jumbo combo

Perfect meal combo

Contribution

All time Combo

Mini meal combo

Low

Low
High
Popularity

* Matrix for determining relative performance of menu items 4.6 CONSUMER BEHAVIOUR RESEARCH

INTRODUCTION:

Like any other service industry, QSR industry also depends heavily on how well it is being able to satisfy its customers. Vaango which is a highly consumer centric brand make continuous attempts to track the consumer reactions and behavior so that it can serve them better.
A primary research was conducted to find out consumer’s reaction, satisfaction level and expectations from the brand.

OBJECTIVE:

To get consumer feedback regarding various factors of overall consumer experience and identifying the dominant factors which are most influential.

VARIABLE, DATA & METHODOLOGY:

Identification of Variables

The variables having an influence on overall experience of the consumer were identified through exploratory research: * Interviewing restaurant staff
The staff members (serving staff, restaurant manager, shift manager) of both the outlets were interviewed as they interact directly with the customers. They were asked questions regarding the customer complaints, enquiries, feedback etc. * Secondary data search
Going through various secondary data i.e. previous research work on QSR industry, restaurant feedback analysis reports etc. helped in developing an understanding of the factors that are significant for a QSR chain.

The following variables were identified:

1. Ambience 2. Value for money 3. Service quality 4. Speed 5. Variety on the menu 6. Hygiene standards 7. Service accuracy 8. Taste 9. Freshness

Data Attribute

The survey was conducted at two Vaango outlets in Gurgaon region, 1. South Point mall, sector 53, Gurgaon 2. CyberPark, sector 39, Gurgaon Personal interviews and questionnaire survey were undertaken as sources of primary data. The questionnaire was filled by the customers. * Sampling area: Restaurant premises (south point mall, CyberPark) * Sampling Unit: Customers visiting Vaango * Sampling Size: 539 customers
Rule of 10: There should be at least 10:1 subject-to-variable ratio for each item in the instrument being used.(Nathan Zhao,2009)

* Sampling technique: Random Sampling

Methodology

The methodology used was as follows:

The primary data was coded on the scale of 1-3, then the data was entered into an excel sheet under appropriate 9 heads (variables). The composed data was checked for missing values, providentially there were missing values in the dataset. Then entered the coded data in SAS Software.

Analysis Technique

The techniques used in research were:

* Factors Analysis * Pie charts

ANALYSIS

CYBERPARK OUTLET Factor Analysis Results | The FACTOR Procedure |

Input Data Type | Raw Data | Number of Records Read | 189 | Number of Records Used | 189 | N for Significance Tests | 189 |

The number of respondents is 189 and there are no missing values as data of all 189 respondents have been used. Kaiser's Measure of Sampling Adequacy: Overall MSA = 0.64248640 | Ambience | Value for Money | Speed | Quality | Accuracy | Hygiene | Taste | Variety | Freshness | 0.61113896 | 0.75687620 | 0.66860259 | 0.62314557 | 0.66384124 | 0.67511625 | 0.54277986 | 0.57760284 | 0.63434099 |

The Measure of sampling adequacy is measured by the Kaiser-Meyer-Olkin (KMO) statistic. As a measure of sampling adequacy. KMO can be used to identify which variables to drop from the factor analysis because they lack multi collinearity.
In the given tables it is observed that the KMO is 0.64248640 and hence more than the cut off value of .5 indicating the sampling adequacy. Secondly, the individual KMO's of all items like Ambience, Value for money, Speed, Quality, Accuracy, Hygiene, Taste, Variety and Freshness is also above 0.5 and hence the items are multi collinear and can be used for the analysis. Eigenvalues of the Correlation Matrix: Total
= 9 Average = 1 | | Eigenvalue | Difference | Proportion | Cumulative | 1 | 2.48168414 | 0.87931419 | 0.2757 | 0.2757 | 2 | 1.60236995 | 0.44086004 | 0.1780 | 0.4538 | 3 | 1.16150991 | 0.08446696 | 0.1291 | 0.5828 | 4 | 1.07704295 | 0.40667633 | 0.1197 | 0.7025 | 5 | 0.67036662 | 0.08057806 | 0.0745 | 0.7770 | 6 | 0.58978856 | 0.01584707 | 0.0655 | 0.8425 | 7 | 0.57394149 | 0.09338050 | 0.0638 | 0.9063 | 8 | 0.48056099 | 0.11782561 | 0.0534 | 0.9597 | 9 | 0.36273538 | | 0.0403 | 1.0000 |

The eigenvalue for a given factor measures the variance in all the variables which is accounted for by that factor. The ratio of eigenvalues is the ratio of explanatory importance of the factors with respect to the variables. If a factor has a low eigenvalue, then it is contributing little to the explanation of variances in the variables and may be ignored as redundant with more important factors.
In this table Factor 1 to Factor 4 have Eigen values above 1 and we will only consider these four factors for the study.
The FACTOR Procedure

Rotation Method: Varimax Orthogonal Transformation Matrix | | 1 | 2 | 3 | 4 | 1 | 0.75097 | 0.61511 | 0.14926 | 0.18816 | 2 | -0.65990 | 0.68781 | 0.17303 | 0.24801 | 3 | 0.00768 | -0.28544 | 0.94626 | 0.15186 | 4 | 0.02259 | -0.25901 | -0.22886 | 0.93810 |

Rotated Factor Pattern | | Factor1 | Factor2 | Factor3 | Factor4 | Ambience | 0.14281 | 0.15289 | 0.83588 | 0.11626 | Value for Money | 0.34194 | 0.55487 | 0.34629 | 0.12527 | Speed | 0.54010 | 0.32777 | -0.53625 | 0.16453 | Quality | 0.75790 | 0.23651 | 0.05366 | -0.31442 | Accuracy | 0.73512 | -0.10286 | -0.11812 | 0.29498 | Hygiene | 0.74290 | -0.04930 | 0.26270 | -0.03395 | Taste | -0.04604 | 0.87562 | -0.00869 | -0.15077 | Variety | 0.00720 | 0.12208 | 0.08629 | 0.89466 | Freshness | -0.00785 | 0.75805 | 0.01277 | 0.30755 |

This table is an outcome of the application of Varimax rotation. A variamx rotation is done on the assumption that factors are not correlated that is there is orthoginality among the factors.
The values in each cell represent factor loadings which are the correlation coefficients between the variables (rows) and factors (columns).

From this table it is apparent that-
Items Speed, Quality, Accuracy, Hygiene load in Factor 1

Items Value for money, taste, freshness load in Factor 2

Item Ambience load in Factor 3

Item Variety load in Factor 4

After identifying the appropriate factors it is necessary to name the factors based on the items that have loaded under it.

Factor 1- Service
Factor 2- Food
Factor 3- Ambience
Factor 4- Variety on the menu Variance Explained by Each Factor | Factor1 | Factor2 | Factor3 | Factor4 | 2.0979730 | 1.8639042 | 1.1996971 | 1.1610326 |
Generated by the SAS System ('Local', W32_VSPRO) on May 18, 2012 at 07:51:57 PM
Factor 1 explains the maximum variance. Hence, we can infer that Factor 1 (Service) is the most dominant factor influencing consumer behavior. And needs more attention with regular quality checks.
Factor 2 (Food) is the second most dominant factor which consists of Value for money, taste and freshness.

SUMMERY OF FINDINGS

Factor 1 – Service

* Billing is not quick during lunch hours * Some menu items are mostly unavailable. * Staff is very courteous and friendly. * 16% of customers rated Accuracy of the service as average, because there have been quite a no. of instances where wrong order was served on the table. * The hygiene level was satisfactory but some measures could be taken on a regular basis to avoid mosquitoes, rats and cockroaches in the outlet.

Factor 2 – Food

* The taste of food items is not consistent * Food is fresh. But rice idli is never served hot and lacks the aroma. * 29% of customers feel that some of the food items on the menu such as Idli, curd rice and upma are very expensive and according to 3% the portion sizes of meal is very small.

Factor 3 – Ambience

The contemporary theme and traditional south Indian music creates an ambience which is liked by almost all the customers.

Factor 4 – Variety

* Majority of customers coming to Vaango were willing to try new and different south Indian dishes.

69% of the respondents are regular customers who visit Vaango at least once a week, some sort of discount card or reward points card can be distributed to these customers to gain their loyalty

CyberPark outlet being located in a corporate hub have customers coming from offices in that location. Hence, the brand awareness is generally through word of mouth and façade of the outlet

SOUTHPOINT

Factor Analysis Results | The FACTOR Procedure |

Input Data Type | Raw Data | Number of Records Read | 350 | Number of Records Used | 350 | N for Significance Tests | 350 |

The number of respondents is 350 and there are no missing values as data of all 350 respondents have been used

Kaiser's Measure of Sampling Adequacy: Overall MSA = 0.58534800 | Ambience | Value for Money | Speed | Quality | Accuracy | Hygiene | Taste | Variety | Freshness | 0.58604338 | 0.62982416 | 0.64743834 | 0.57980535 | 0.56834827 | 0.63544640 | 0.54541548 | 0.57381113 | 0.60378215 | | | | | | | | | |
The Measure of sampling adequacy is measured by the Kaiser-Meyer-Olkin (KMO) statistic. As a measure of sampling adequacy. KMO can be used to identify which variables to drop from the factor analysis because they lack multi collinearity. In the given tables it is observed that the KMO is 0.58534800 and hence more than the cut off value of .5 indicating the sampling adequacy. Eigenvalues of the Correlation Matrix: Total
= 9 Average = 1 | | Eigenvalue | Difference | Proportion | Cumulative | 1 | 2.10438446 | 0.11499651 | 0.2338 | 0.2338 | 2 | 1.98938795 | 0.83739092 | 0.2210 | 0.4549 | 3 | 1.15199703 | 0.13064340 | 0.1280 | 0.5829 | 4 | 1.02135363 | 0.18942143 | 0.1135 | 0.6963 | 5 | 0.83193220 | 0.24094023 | 0.0924 | 0.7888 | 6 | 0.59099197 | 0.09613717 | 0.0657 | 0.8544 | 7 | 0.49485481 | 0.04641232 | 0.0550 | 0.9094 | 8 | 0.44844248 | 0.08178702 | 0.0498 | 0.9593 | 9 | 0.36665547 | | 0.0407 | 1.0000 |

4 factors will be retained by the MINEIGEN criterion.

In this table Factor 1 to Factor 4 have Eigen values above 1 and we will only consider these four factors for the study Factor Analysis Results | The FACTOR Procedure

Rotation Method: Varimax |

Orthogonal Transformation Matrix | | 1 | 2 | 3 | 4 | 1 | 0.74469 | 0.40740 | 0.30800 | 0.42965 | 2 | -0.60892 | 0.56290 | 0.54298 | 0.13242 | 3 | -0.01118 | -0.70987 | 0.67196 | 0.21078 | 4 | 0.27300 | 0.11515 | 0.39846 | -0.86801 |

Rotated Factor Pattern | | Factor1 | Factor2 | Factor3 | Factor4 | Ambience | -0.06720 | 0.11562 | 0.24171 | 0.78444 | Value for Money | -0.01536 | 0.25954 | 0.76689 | -0.03564 | Speed | 0.82046 | -0.04823 | -0.18770 | 0.03693 | Quality | 0.56276 | 0.48555 | -0.10246 | 0.32989 | Accuracy | 0.81327 | -0.08867 | 0.25858 | -0.17525 | Hygiene | 0.54833 | -0.08890 | -0.05357 | 0.54109 | Taste | -0.15344 | 0.77983 | 0.03596 | 0.26681 | Variety | -0.01665 | -0.03078 | 0.80186 | 0.28220 | Freshness | 0.02003 | 0.79372 | 0.24942 | -0.20723 |

The values in each cell represent factor loadings which are the correlation coefficients between the variables (rows) and factors (columns).
Factor 1- Service (Speed, Quality, Accuracy, Hygiene)
Factor 2- Food (taste, freshness)
Factor 3- Value (value for money, variety)
Factor 4- Ambience

Variance Explained by Each Factor | Factor1 | Factor2 | Factor3 | Factor4 | 1.9809083 | 1.5736628 | 1.4684929 | 1.2440591 |

Factor 1 (service) has the maximum impact on consumer behavior.
Factor 2 (Food) with variables taste, freshness
Factor 3 (Value) is another important factor which is a matter of concern for customers and influence their decision to choose Vaango as their dine in destination. The variables in the factor are value for money & variety on the menu.

SUMMERY OF FINDINGS

Factor 1 - Service

* The speed is quick enough; it only gets affected during peak hours. * 27% respondents rated service accuracy as average because they received incorrect order on their table quite a few times * The staff member who cleans the tables must not serve at the same time. A few customers had objection on this practice

Factor 2- Food

* There were lots of complaints regarding the food items specifically related to the food preparation, taste and consistency. * Sometimes the sambar is not served hot, this happens because the staff adds water in the sambar at counter when it becomes thick and small portion of it is left.

Factor 3- Value

* Food is expensive and quantity is less. * There was a demand for more variety of beverages.

Factor 4- Ambience

* Majority of customers (40%) know about Vaango through their friends which reflects positive word of mouth and satisfied customers who referred Vaango to their friends. * 27 % of the customers were residents of that area. * 15% of the customers saw Vaango when they were passing by * 11% of the respondents came to know about Vaango through flyers, proving to be an effective medium and should be done more extensively. * 4% of the customers came to know about Vaango through online medium. 4 CONCLUSION & RECOMMENDATION
The objective of this primary research was to get consumer feedback regarding various factors of overall consumer experience and identifying the dominant factors which are most influential. After application of quantitative techniques on the primary data there were a few facts highlighted regarding the factors impacting the customer experience. Following are some actionable recommendations to correct the loopholes and improve the services.
For CyberPark outlet: * To justify the price we can increase the portion size of meals, especially Idli, curd rice and upma(by 15-20 grams) * One more order taking counter should be opened to reduce the waiting time in queue. * Table token system could be used to avoid confusion. * 69% of the respondents are regular customers, some sort of discount card or reward points card can be distributed to these customers to gain their loyalty.
For South Point mall outlet: * Price of Idlis should be reduced by at least Rs. 10. (suggested by few regular customers) * New range of beverages should be introduced keeping in mind the summer season. Cooling and refreshing drinks will definitely add value to the menu. * To make the web presence more evident following things could be done: * More activities on Facebook page * Discount coupons on snapdeal * Search Engine Optimization * 15% of the customers saw Vaango when they were passing by, it can be inferred that consumers are willing to experiment with new and interesting dining options. This finding can be used to introduce new and exciting dishes to add variety to the menu. Andhra peasant and Adai Aviyal are the two dishes suggested by a regular south Indian customer of Vaango. 5 Outcome/Contribution:
The contribution of the findings of this project report in building improved branding, marketing and operational strategies are summarized as follows: * Increase in average daily sale of Vaango Botanical garden metro station outlet by Rs. 2000
As an outcome of my SWOT analysis in which I suggested more vigorous flyer distribution by the Vaango staff, a significant increase in footfall was observed and the sales went up by Rs.2000. later as suggested by the marketing team of Vaango an inflatable mascot was also used to draw attention of the crowd. * Menu changes as per the findings of primary research done for menu engineering
By using the information collected through this research there were a few menu changes that were decided by the management team of Vaango: * They have reduced the price of their Perfect meal combo from Rs.165 to Rs. 149 in order to make it closer to the Average spent per person calculated.

* Trial soft drink selling- A trial offer in which a beverage can be added on to the order by paying Rs. 25, otherwise the price per beverage is Rs.40 * Increased visibility on web world:
On the lines of proposed suggestions after web presence analysis following steps were taken by the management: * Delhi, Gurgaon, Ghaziabad and Noida Vaango outlets were listed on Google maps. * A tab called “FROM OUR FACEBOOK FANS” was added to the homepage of official Vaango website. * Slides were added to the homepage featuring launch of new Vaango outlets. * Pictures of their outlets were added to the album on their Facebook page. * DIL newsletter
I was a part of their corporate newsletter project which is distributed to their employees across India. I assisted my company guide in collecting the required content and also worked with their partnered agency to get it designed and printed. * Understanding their Consumer behavior
The consumer survey conducted by me helped the organization in developing an understanding of the various factors influencing consumer behavior and identifies the factor which is most dominant.

6 Learning from SIP:

Working in DIL for three months as an intern was a huge learning experience. Apart from the above mentioned projects there were a lot of other office tasks that were assigned to me and performing those tasks boosted my confidence and I acquired necessary skills that will benefit me in future corporate jobs. Besides getting the practical exposure while working on various live projects of DIL’s south Indian chain Vaango, I could relate the following theories studied in the first year of MBA: * Porter’s five force model * SWOT analysis * BCG matrix * The Lavidge and Steiner Model * 7 Ps of Service Marketing Mix * Characteristics of service * Practical use Quantitative tools- Factor analysis and pie charts I got bunch of opportunities to contribute to the brand and the management not only gave an ear to my ideas and suggestions but also implemented them in full swing.

7 RFERENCES

* Customer service strategies for retail industry, [online], http://www.genesyslab.com/system/files/2673_ISG_EMEA_Retail_screen.pdf, pp.7-10. * Haurie Alian, Muto Shigeo, Raghavan TES, Incentives for retailer promotion in a marketing channel, [Online] * Promotion Reactance, Kivetz Ran, [Online], http://www.businessgroupinc.com/PDFs/Promotion%20ReactanceThe%20Role%20of%20Effort-Reward%20Congruity.pdf, pp.726-728 * Kurtis KR, Thilmany Dawn, Marketing and Promotion Resources: Leveraging existing programs and resources, [Online], http://ag.arizona.edu/arec/wemc/nichemarkets/06marketingandpromotionresources.pdf, pp.3-4 * Advertising, [Online], http://en.wikipedia.org/wiki/Advertising * http://india.gov.in/allimpfrms/alldocs/16452.pdf * http://www.evolutiononline.net/en/benefits/market_research/markenkommunikation.aspx * http://www.free-press-release.com/news-devyani-international-launches-vaango-1300107417.html * http://www.wikinvest.com/stock/Yum!_Brands_(YUM)?ref=relatedpages * http://www.slideshare.net/sjhus/brand-communications-presentation * http://www.richmediahouse.com/RMH/integrated_brand_communications.pdf * http://www.brandchannel.com/papers_review.asp?sp_id=1322 * http://www.da-group.co.uk/index.php?option=com_content&view=article&id=18%3Athe-communication-mix&catid=2%3Amarketing-lectures&Itemid=3 * http://www.small-biz-marketing-tips.com/marketing-communication-strategy.html

Questionnaire

Had a good time?
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Please rate us on the following criterion:

Poor
Average
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Ambience Value for money
Variety
Taste
Freshness
Speed
Quality of service
Accuracy
Hygiene

Your suggestions

How often do you visit Vaango?
First Visit Weekly 2-3 times a month Monthly Occasionally

How did you come to know about Vaango?
Online Friends Flyers Others

Would you recommend Vaango to your friends? Yes No
Help us know you better:

Name:……………………………..….
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Survey Data:

Ambience | Value for Money | Speed | Quality | Accuracy | Hygiene | Taste | Variety | Freshness | 2 | 3 | 3 | 2 | 3 | 2 | 2 | 2 | 3 | 2 | 3 | 3 | 2 | 3 | 2 | 2 | 2 | 3 | 2 | 3 | 3 | 2 | 3 | 2 | 2 | 2 | 3 | 3 | 2 | 3 | 2 | 3 | 3 | 2 | 3 | 1 | 3 | 2 | 3 | 2 | 3 | 3 | 2 | 3 | 1 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 2 | 3 | 2 | 3 | 3 | 2 | 3 | 3 | 2 | 3 | 3 | 2 | 3 | 3 | 2 | 3 | 3 | 2 | 3 | 3 | 2 | 3 | 3 | 2 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 2 | 2 | 3 | 3 | 3 | 2 | 3 | 2 | 3 | 2 | 2 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 2 | 3 | 3 | 2 | 3 | 3 | 3 | 2 | 3 | 2 | 3 | 3 | 2 | 3 | 3 | 2 | 2 | 3 | 2 | 3 | 3 | 2 | 3 | 3 | 2 | 2 | 3 | 2 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 1 | 1 | 2 | 3 | 2 | 3 | 3 | 3 | 3 | 1 | 1 | 2 | 3 | 2 | 3 | 3 | 3 | 3 | 2 | 3 | 2 | 3 | 2 | 3 | 3 | 3 | 3 | 2 | 3 | 2 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 2 | 3 | 3 | 2 | 3 | 3 | 1 | 3 | 2 | 2 | 3 | 3 | 2 | 3 | 3 | 1 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 2 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 2 | 2 | 2 | 3 | 3 | 3 | 3 | 2 | 2 | 2 | 2 | 2 | 3 | 2 | 3 | 3 | 2 | 1 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 2 | 2 | 3 | 3 | 3 | 2 | 3 | 2 | 3 | 2 | 2 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 2 | 2 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 2 | 2 | 3 | 3 | 1 | 3 | 3 | 2 | 3 | 3 | 2 | 2 | 3 | 1 | 3 | 3 | 2 | 3 | 3 | 2 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 2 | 2 | 2 | 2 | 2 | 3 | 3 | 3 | 3 | 2 | 2 | 2 | 2 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 2 | 3 | 3 | 2 | 3 | 3 | 3 | 2 | 3 | 2 | 3 | 3 | 3 | 2 | 2 | 1 | 2 | 3 | 3 | 3 | 3 | 3 | 2 | 2 | 1 | 2 | 3 | 3 | 3 | 3 | 3 | 2 | 2 | 1 | 2 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 1 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 1 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 2 | 2 | 2 | 3 | 3 | 3 | 2 | 2 | 3 | 3 | 3 | 3 | 1 | 2 | 2 | 2 | 2 | 3 | 3 | 3 | 3 | 3 | 2 | 2 | 2 | 1 | 3 | 2 | 2 | 3 | 1 | 2 | 3 | 2 | 2 | 3 | 3 | 3 | 2 | 2 | 3 | 3 | 3 | 1 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 1 | 3 | 3 | 3 | 3 | 2 | 1 | 1 | 3 | 2 | 3 | 3 | 2 | 3 | 2 | 3 | 2 | 3 | 2 | 3 | 3 | 3 | 2 | 3 | 2 | 3 | 3 | 1 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 2 | 2 | 2 | 3 | 2 | 3 | 3 | 3 | 3 | 2 | 2 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 2 | 2 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 2 | 1 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 2 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 1 | 3 | 3 | 3 | 3 | 3 | 1 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 2 | 2 | 2 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 2 | 3 | 2 | 3 | 3 | 2 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 2 | 3 | 2 | 1 | 3 | 2 | 3 | 3 | 3 | 3 | 2 | 2 | 2 | 3 | 1 | 3 | 2 | 2 | 2 | 3 | 2 | 2 | 3 | 1 | 3 | 2 | 2 | 2 | 3 | 2 | 2 | 3 | 1 | 3 | 2 | 2 | 2 | 3 | 2 | 2 | 3 | 1 | 3 | 2 | 2 | 2 | 3 | 2 | 2 | 3 | 1 | 3 | 2 | 2 | 2 | 3 | 2 | 2 | 3 | 2 | 3 | 2 | 2 | 2 | 3 | 2 | 2 | 3 | 2 | 3 | 3 | 2 | 2 | 3 | 2 | 2 | 3 | 2 | 3 | 3 | 2 | 2 | 3 | 2 | 2 | 3 | 2 | 3 | 3 | 2 | 2 | 3 | 2 | 2 | 3 | 2 | 3 | 3 | 2 | 2 | 3 | 2 | 2 | 3 | 2 | 3 | 3 | 2 | 2 | 3 | 2 | 2 | 3 | 2 | 3 | 3 | 2 | 2 | 3 | 2 | 2 | 3 | 2 | 3 | 3 | 2 | 2 | 3 | 2 | 2 | 3 | 2 | 3 | 3 | 2 | 2 | 3 | 2 | 2 | 3 | 2 | 3 | 3 | 2 | 2 | 3 | 2 | 3 | 3 | 2 | 3 | 3 | 2 | 2 | 3 | 2 | 3 | 3 | 2 | 3 | 3 | 2 | 2 | 3 | 2 | 3 | 3 | 2 | 3 | 3 | 2 | 2 | 3 | 2 | 3 | 3 | 2 | 3 | 3 | 2 | 2 | 3 | 2 | 3 | 3 | 2 | 3 | 3 | 2 | 2 | 3 | 2 | 3 | 3 | 2 | 3 | 3 | 2 | 2 | 3 | 2 | 3 | 3 | 2 | 3 | 3 | 2 | 2 | 3 | 2 | 3 | 3 | 2 | 3 | 3 | 2 | 2 | 3 | 2 | 3 | 3 | 2 | 3 | 3 | 2 | 2 | 3 | 2 | 3 | 3 | 2 | 3 | 3 | 2 | 2 | 3 | 2 | 3 | 3 | 2 | 3 | 3 | 2 | 2 | 3 | 2 | 3 | 3 | 2 | 3 | 3 | 2 | 2 | 3 | 2 | 3 | 3 | 2 | 3 | 3 | 2 | 2 | 3 | 2 | 3 | 3 | 2 | 3 | 3 | 2 | 2 | 3 | 2 | 3 | 3 | 2 | 3 | 3 | 2 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 2 | 3 | 3 | 2 | 3 | 2 | 3 | 3 | 3 | 2 | 3 | 3 | 2 | 3 | 2 | 3 | 3 | 3 | 2 | 3 | 3 | 2 | 3 | 2 | 3 | 3 | 3 | 2 | 3 | 3 | 2 | 3 | 2 | 3 | 3 | 3 | 2 | 3 | 3 | 2 | 3 | 2 | 3 | 3 | 3 | 2 | 3 | 3 | 2 | 3 | 2 | 3 | 3 | 3 | 2 | 3 | 3 | 2 | 3 | 2 | 3 | 3 | 3 | 2 | 3 | 3 | 2 | 3 | 2 | 3 | 3 | 3 | 2 | 3 | 3 | 2 | 3 | 2 | 3 | 3 | 3 | 2 | 3 | 3 | 2 | 3 | 2 | 3 | 3 | 3 | 2 | 3 | 3 | 2 | 3 | 2 | 3 | 3 | 3 | 2 | 3 | 3 | 2 | 3 | 2 | 3 | 3 | 3 | 2 | 3 | 3 | 2 | 3 | 2 | 3 | 3 | 3 | 2 | 3 | 3 | 2 | 3 | 2 | 3 | 3 | 3 | 2 | 3 | 3 | 2 | 3 | 2 | 3 | 3 | 3 | 2 | 3 | 3 | 2 | 3 | 2 | 3 | 3 | 3 | 2 | 3 | 3 | 2 | 3 | 2 | 3 | 3 | 3 | 2 | 3 | 3 |

Ambience | Value for Money | Speed | Quality | Accuracy | Hygiene | Taste | Variety | Freshness | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 1 | 1 | 1 | 1 | 1 | 3 | 3 | 3 | 3 | 1 | 1 | 1 | 1 | 1 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 1 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 1 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 2 | 3 | 2 | 3 | 3 | 2 | 3 | 2 | 2 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 2 | 2 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 2 | 3 | 2 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 2 | 3 | 3 | 3 | 3 | 3 | 2 | 3 | 3 | 2 | 3 | 3 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