HR PROJECT OF MBA STUDENTS

INTRODUCTION
According to a report published by market research firm RNCOS in April
2010, titled ‘Indian Food and Drinks Market: Emerging Opportunities’ the Indian
food and beverages market is expanding rapidly and is projected to grow at a
compound annual growth rate (CAGR) of about 7.5 per cent during 2009-13 and
would touch US$ 330 billion by 2013.
The food retail industry, currently at India 70 billion is predicted to grow more
than double to US$ 150 billion by 2025, according to KPMG, a global audit and
advisory firm. India’s food retail industry is poised for exponential growth. With the
evolution of innovative food processing capacity and the emergence of organized
retail, change in consumption patterns along with fast changing demographics and
habits is fuelling the next growth trajectory for the food industry in India.
The Indian fast food market is growing at an annual rate of 25-30 per cent,
according to a report published by market research firm RNCOS in September 2010,
titled ‘Indian Fast Food Market Analysis’. Foreign fast food chains are aggressively
increasing their presence in the country. For instance, Domino’s has planned to open
60-65 outlets every year for the next three years (2010-2012) while Yum Brands Inc
is also preparing for massive expansion across the country with plans to open 1000
fast food outlets by 2015.
“FRESH CHOICE” is nothing but the wonder for the taste items The study
on employee perfection analysis a persons feelings of tastes and preferences. It is
nothing but defend as the process by which an individual selects, organizes and
interprets stimuli in to a meaning full and coherent picture of the world. The
perceptual process is based on each ones own needs, values and expectations.
Marketers are interested in knowing how each of these variable will influence the
perception process.
2

EMPLOYEE PERCEPTION
“Perception is defined as the process by which an individual selects, organizes
and interprets stimuli in to a meaningful and coherent picture of the world”. The
perceptual process is based on each one’s own needs, values and expectations.
marketers are interested in knowing how each of these variables will influence the
perception process.
SENSATION
Sensation may be described s an immediate direct responses of a physical
sensory organ the physical senses are visions, hearing, Touch, smell and taste.
Perception is determined by both physiological and psychological factors
ABSOULTE THRESHOLD
The point at which an individual senses a difference between ‘ something’
and ‘nothing’ is referred to as the “ absolute threshold” for a particular stimulus
DIFFERENTIAL THRESHOLD
The minimal difference that can be noticeable between two similar stimuli is
known as the differential threshold or the just noticeable differenced. The just
noticeable difference between two stimuli was not an absolute amount. when the
market is crowded with many products. marketers try to adjust the price of their
products so that the employees may not become aware. some companies are either
decreasing the package but maintaining the earlier pack size and get charging the
same price.
SUBLIMINAL PERCEPTION
There is a major controversy regarding employee perception i.e., whether
employees can actually perceive marketing stimuli below their absolute threshold.
The process whereby stimuli which are too weak or too brief to be consciously seen
or heard, although they may be strong enough be perceived to by one or more receptor
cells and those be below the threshold is known as the subliminal perception.
Subliminal perception refers to the perception of a stimulus below their absolute
threshold. Manner in which either a product or services in perceived will depend upon
3

both internal and external factors no firm can make a storing claim about having
brand loyal customers. As human beings, we carry all of our experiences in our mind
and have our own selfish interests, needs, motives and expectations in the way in
which we would like ‘reality’ to exist in the world.
The deal with a wide range of companies and individuals, based in particular
in Florida, the Caribbean and India. As a delicatessen consultant, we aim to help those
wishing to set up their own delicatessen, and looking for expert advice, or to assist
those who have an existing fine food delicatessen to improve and grow. As a bakery
consultant and bread consultant, we wish to help new or existing bakeries, whether it
is looking for new lines, recipe development or new areas to expand in to. Our bakery
consultancy can offer training for hotel chefs wishing to learn or improve their bread
making skills, plus college and school training.
The fresh choice company has a chain of bakery retail stores across
Visakhapatnam and is on its way to expending its presence in all the major towns of
Andhra Pradesh. The fresh choice brand is well known and most short after for its
bakery products range which includes cakes, pastries etc.
The company has the state the art of production facilities at Visakhapatnam &
Kakinada through which the entire product range is should at company owned stores
and distributors through retailers and institutions. Fresh choice products also available
at major retailers like Reliance fresh, more, spencor’s and pso company corporative
stores at Visakhapatnam. The company supplies to institutions like HSBC, AIRTEL,
IDEA, Visakhapatnam Steel Plant Co-operative stores, Indian Railways, Shipping and
Star Hotels and etc.
Fresh choice includes many of the items which are able to eat like pastries,
cakes, Puffs, cookies, Breads etc. The fresh choice include one departmental stores,
15 outlets around the city in the main centers. Now a days Indians have gone through
a dramatic transformation in lifestyle by moving from traditional spending on food
which categorizes the lifestyle and better quality and taste of the particular item.
The physical senses like vision, smell and taste are to be highlighted on fair as
two fresh choice is concerned because the customer group will be attracted by looking
4

the physical shape and design of the product (shape, arrangement, decoration, colour,
by smelling the fragrances of the indigrients of the product and by tasting the product.
The difference between the two friends choices as something and nothing at
the fresh choice two friends meet on a small party, while they both choose same items
then it is a same absolute threshold or they chooses two different items means, then
they have different absolute threshold.
The minimal difference is that can be noticed in fresh choice is if the price of
the cool drink/energy drink increases the customers will notice or if the price of the
pastry/cake will be increases means they will not notice. When the market is crowded
with many shops mainly the customer will choose fresh choice only due to the taste
preference and quantity of the product/item.
While choosing/purchasing of product in fresh choice the customer will
depend upon external and internal factors. While comparing with the fresh choice no
bakery and make a strong claim about having brand loyal customers.
5

NEED FOR STUDY
In the present days the Bakery industry is in a successful path. One of the
important factors for the success of this industry is giving qualitative and better
output. Better output can be obtained only if the employees in the organization work
with interest. The employees in the organization would work only when they are
motivated in monetary or non monetary terms. By motivating the employees in the
organization, the organization would acquire desired turnover. I would like to bring
out the various methods that the bakery industry (FRESH CHOICE) is following to
motivate the employees and also suggest the management, if necessary.
6

OBJECTIVES OF STUDY
 To find out whether the employees are satisfied with their position or not.
 At what extent employees are motivated in the organization.
 To suggest the methods or policies that is to be improved in the organization.
 To suggest the ways to be followed by which the employees in the
organization are satisfied.
To know which factor motivates the employees more to work well
7

METHODOLOGY OF THE STUDY
SOURCES OF DATA COLLECTION
Proposed method of approach towards this project is to collect the primary
data and secondary data on customer perception and in general about bakery industry.
PRIMARY DATA
Primary data is collected by conducting a market survey by administering
questionnaires.
QUESTIONNAIRE
The questionnaire was prepared keeping in view the employees in the
organization. The questionnaire has both open and close ended questions. Which
helps in collecting the information such as employee satisfaction , employee
relationship management .etc.
EMPLOYEE SURVEY
The survey is used to describe and analysis the employee behavior by
selection of particular mode of study which depends on factors like nature of
problems. And to test the hypothesis.
SECONDARY DATA
“The data has been collected from journals, hand books and interaction with
concerned officials of fresh choice, Visakhapatnam.
8

SAMPLING TECHNIQUE
Satisfied random sampling technique is used to test by the hypothesis. The
population of customers will be segmented according to their income level and their
nature of business.
SIMPLE SIZE
The sample size include will cover a set of 50 EMPLOYEES to know the
accuracy.
9

LIMITATIONS
• Sample size is low so that accurate information could not be obtained.
• Since the duration of the project is only one month , complete data could not
be collected.
• It required lot of expenditure for gathering the entire information.
• The area outlets covered by me are less due to less time factor.
• This is the information given by the employees in the company
• There is no comparison between the data collected me and the company’s
information.
10

INDUSTRY PROFILE
Irene Rosenfeld certainly takes the biscuit The head of Kraft, one of
the world's most powerful women, was never going to back down in her
takeover of Cadbury, despite upsetting investor Warren Buffett and
incurring the wrath of British workers and politicians Irene Rosenfeld
works in an industry that provides a rich seam of puns for headline writers
and scribes alike. The Kraft Foods chief executive is the Big Cheese, the
Cookie Queen, the cat who got the (Cadbury's) Creme Egg. Not surprisingly,
she is often referred to as having drunk the Kool-Aid (yet another Kraft
brand) of her mega-corporation.
It is all good, clean fun that has brightened the accounts of
Kraft's successful attempt to take over beloved British chocolate-
maker Cadbury. It was a classic business battle that unusually made
the jump from the business pages to the front pages. It pitted the
sprawling American conglomerate against the plucky British
independent. It involved some of the most famous brands in British
employee life. It saw hostile bids, public spats, shareholder revolts
and a campaign to keep the firm resolutely British.
If it had been a Hollywood movie conforming to type, Cadbury
would have emerged unscathed. Rosenfeld and Kraft would have
slunk back to Chicago with their tails between their legs. British
chocolate-making would have continued – Willy Wonka-like – to exist
at the centre of cultural life for the sweet-toothed and free from the
malign influence of foreign industrialists.
But this is real life. Rosenfeld won her battle and the Cadbury board
in the end happily surrendered to a higher Kraft bid and
recommended the deal to its shareholders. Such are the imperatives
of modern capitalism and, in truth, few realistic observers ever saw
any other likely outcome.
12

But there is no doubt that it was a remarkable coup for
Rosenfeld. Not only did she lead one of America's biggest companies
into one of the biggest deals of its history, she did it by riding
roughshod over the objections of its most high-profile investor,
Warren Buffett. The "Sage of Omaha" had come out publicly against
the deal, something that would strike terror into the hearts of almost
any chief executive. But Rosenfeld did not shirk. Politely, but firmly,
and never with a trace of doubt, she just ploughed on. Rosenfeld
wanted a deal. And a deal she got.
No one should have been surprised. Though her public profile is
deeply private and unfailingly polite, Rosenfeld is not someone to be
pushed around. Buffet might have his mass following, but Rosenfeld is no
pushover. She has flourished as a woman in a man's world. She is one of
just 12 women running a top US corporation. Among the 30 US firms in the
Dow Jones Industrial Average, she is one of just two.
Forbes magazine recently ranked her sixth on its list of the 100
most powerful women in the world. She was just five places behind
German chancellor Angela Merkel. That is pretty rarefied company.
As results in the epic Kraft vs Cadbury battle showed, the surprise was
not that Rosenfeld won. It was that anyone really doubted her.
Rosenfeld, however, does not fit the media archetype of the
ball-busting American businesswoman. There are no dramatic power
suits, no huge shoulder pads, expensive hairstyles or a personality so
large and aggressive that it overcomes the testosterone levels of the
male executives. Instead, Rosenfeld is the classic example of still
waters running deep.
13

Throughout the battle over Cadbury, Rosenfeld did just
enough media work to ensure that she was present but never enough
to mean she became the story. She was never off-message, charming
the press, but never letting them leave with a real story of the kind
that journalists' love and chief executives hate. She was all about the
deal, all the time, a true competitor in the sense that it was the end
result that mattered, not achieving it in dramatic style.
That sense of competitiveness came early to Rosenfeld, but it
did not spring from obviously fertile ground. She is a child of the
American suburbs of the 1950s, an era much frowned upon since the
cultural revolution of the 1960s, but one that Rosenfeld's quiet,
understated but muscular approach to business seems to typify.
Rosenfeld was born on 3 May 1953, to a young Jewish couple,
Seymour and Joan Blecker, who had settled in Westbury, about 30
miles from New York. It was a story-book suburban upbringing. Her
father served in the army during the Second World War and then
became an accountant. Her mother was a stay-at-home mom
dedicated to raising her two daughters. Rosenfeld excelled at pretty
much everything at school. She was a keen sportswoman, something
that she continues to be with her well-known passion for roller-
blading. She played on school sports teams and even now she still
cites her high school sports teacher as a major influence.
14

It is no coincidence that that teacher, Joan Case, went on to
become one of the first female administrators in New York state's
once male-dominated teaching system. Another oft-cited influence is
Martina Navratilova whose forceful playing style, without being
showy, matches Rosenfeld's ideas about business. Rosenfeld's drive
was obvious. She often jokes about how seriously she took her role as
treasurer in her local Brownie group, but the truth behind the gag is
obvious. She was a keen student, acted, sang in a choir and worked on
the student newspaper. On Kraft's website, Rosenfeld describes her
childhood ambition thus: "President of the United States… really!"
15

But despite such lofty ambitions Rosenfeld almost opted for a life in
academia. Attracted at first by its top-notch athletics reputation,
Rosenfeld went to study at the Ivy League Cornell University in 1971.
Though injury cut short her sporting activities, she excelled
academically. She gained a degree in psychology (something that
many of her admirers see as very significant) and then a masters in
business administration and a doctorate in marketing and statistics.
She also met her husband, Phillip Rosenfeld, who was a fellow
student. They had two daughters and Rosenfeld finished her
doctorate (to acclaim) while heavily pregnant.
Tragically, Phillip died in 1995. Rosenfeld kept his surname,
using her maiden name as a middle name, even after marrying her
second husband, Richard Illgen, an investment banker.
After her doctorate, Rosenfeld faced a choice: academia or business.
She chose the latter, using her marketing skills and natural feel for
employees' wants at a New Yorkadvertising agency. After two years,
she switched sides and went directly into her former clients'
businesses, joining General Foods in 1981. That began her long career
in the world of mass-produced food.
As General Foods grew and was eventually swallowed by Kraft, so
Rosenfeld's career flourished. Kool-Aid was her first brand, which she
successfully started pitching to youngsters rather than their parents.
Successes with other household brands of the American kitchen
followed – such as tinkering with how Oreos could be sold in China –
and she rose up the ranks. She was, as one might expect, a highly
competitive workaholic, but one who was known for seeking out and
embracing new ideas. In a world where brand names are household
staples, there is a natural conservatism. But Rosenfeld defied that and
with great success.
16

After three years at rival Frito-Lay, she was asked back to Kraft
as chief executive in 2006. At that time, the firm was in trouble,
focused on lay-offs and cost-cutting. Rosenfeld rapidly replaced layers
of management and turned the company around. She then
controversially sold off its frozen pizza business and launched the
Cadbury deal. It was all risky stuff but carried out with her usual
understated certitude.
She and her husband live in an exclusive Chicago suburb. But the
two-storey, £2.4m property is hardly a mega-mansion. They are a
private couple, active in the local synagogue and occasionally
attending the opera. They give generously to charity, but not in a way
designed to be noticed. In effect, it is the life that Rosenfeld grew up
with in the 1950s and 1960s, just updated to a much wealthier
suburb. Indeed, it is impossible to find anyone willing to fault
Rosenfeld's decency.
Even Buffett, as he waged his campaign against the Cadbury deal,
admitted as such. "I think's she's a decent person. She could be a
trustee under my will. I just don't want her making this particular
deal," he said. When even your foes can't find a bad word to say about
you, you must be getting something right. But that is not to underplay
her resolve or willingness to take risks.
Beneath the still surface lie doubts but also an even stronger
will to overcome them. A rare insight was provided into Rosenfeld's
mind in 2007, in a speech at her alma mater, Cornell. She discussed
the philosophy behind her radical rejig of Kraft management.
"Sometimes I lie awake thinking, 'Should we?' And then I think, 'How
can we not?'" she said. It is hard not to see such an attitude in her bold
triumph of bringing the Cadbury deal home
17

EXCEPT FROM BAKERIES INDUSTRY PROFILE
The US bakery industry has about 2,500 commercial bakeries, with combined
annual revenue of $25 billion, and 6,000 small retail bakeries, with $3 billion total
revenue. Major companies include Hostess Brands (formerly Interstate Bakeries) and
Flowers Foods, plus divisions of companies such as Sara Lee. The commercial side of
the industry is highly concentrated: the 50 largest commercial bakers generate more
than 80 percent of revenue. The retail side of the industry isfragmented: although big
companies may operate dozens of bakeries, the typical baker operates just one
facility.
COMPETITIVE LANDSCAPE
Demand is related to eating trends and to the changing structure of the
grocery industry. Profitability for individual companies is determined by efficiency of
operations. Large companies have scale advantages in procurement, production, and
distribution. Small companies can compete by offering specialty goods or superior
local distribution services. Despite high automation, the low value of the product
produces a fairly modest $180,000 in annual revenue per employee for commercial
bakers.
PRODUCTS, OPERATIONS & TECHNOLOGY
Nearly 50 percent of industry sales is from baked breads, mainly white, wheat
and rye; 25 percent from rolls, buns, muffins, bagels and croissants; 10 percent from
soft cakes; and the rest from pies, pastries, donuts and a variety of sweet goods.
Baking is a low technology business that produces low-priced products from
commodity ingredients. Bread bakers buy wheat, high fructose corn syrup, yeast, and
shortening (mainly soybean oil), mix them into ...
A brief profile : Monginis Food Pvt. Ltd. Opened its doors in India nearly
100 years ago. Mr Mongini, an Italian, started a bakery and catering services in India.
18

During those times, when it was a favorite with the Europeans in Mumbai. Little
excuse was needed for the Englishman to pick up a Monginis cake whenever there
was an occasion in his family. A birthday, an anniversary, a wedding or even tea-time
would not be complete without Monginis.
Our first shop was located in Mumbai's Fort area, and it was a favorite with
the Europeans. Managed by the two Italian brothers in those times, Monginis was a
must at every celebration. Even then Monginis cakes, pastries and savouries were
baked to perfection and were in great demand. In the 1960s, Monginis was bought
over by the Khorakiwala family and after that history was made. By 1971, the idea of
having a nationwide franchise network and reaching out to customers in their
neighborhoods was born.
Ever since then, the Khorakiwala family has successfully expanded its
operations to various cities in India like Mumbai, Kolkatta, Hyderabad, Goa, Pune,
Nasik, Rajkot, Baroda, Ahmedabad, Indore, Orissa & Surat and have proceeded to
demonstrate, much to the delight of all our customers, what the Monginis products
and experience is all about. Globally Monginis has its strong presence in Cairo,
Egypt, and besides supplying to neighboring countries like Libya, Yemen, Sudan in
the African Continent. Monginis brand also caters to the prestigious UK market and
will soon be expanding to the other European countries. Monginis headquarters has a
well-equipped lab and has gained the HAACP certification since past 2 years for
maintaining and assuring best of the hygiene and quality standards of our products
and for our customers.
For years, Monginis cake brand has simply been making people happy and this
is evident as today it stands as the no. 1 cake brand in India. Whatever flavor you
choose, you'll be treating yourself to a delicious classic. Whatever celebration reason,
Monginis has products to suit the same. To enhance the customer satisfaction, Monginis
now ventures into three more brands offering the same variety and quality.
Provides key data and concise analyses, presents a comparative analysis on
the development of bakery industry in 31 provincial regions and 20 major cities in
visualized form of data map. The report also includes a list of top 100 enterprises in the
19

sector and the comparison on investment environment in top 10 hot regions. In addition,
the report truly reflects the position of foreign enterprises in this industry across China
based on a comprehensive comparison of operating conditions among different
enterprise types. Furthermore, this is the first report to adopt ISIC (International
Standard Industrial Classification of All Economic Activities) in classification of
Chinese enterprises, corresponding to the reading habit of international readers, and it is
also very helpful for readers to make a comparison on the development condition and
investment potential of bakery industry in China with that in other countries
Additionally, by original creation of ZEEFER Industry Distribution Index, the
report directly shows the difference in various regions of Mainland China in terms of
bakery industry, providing an important reference for investors' selection of target
regions to make investment What will you get from this report· To get a comprehensive
picture on distribution of and difference in performance in regions of Mainland China in
terms of the bakery industry;
=> To figure out the hot regions in China for bakery industry, find out the potential
provinces and cities suitable for investment as well as the economic development level
and investment environment in these regions;
=> To get a clear picture on the overall development, industry size and growth trend of
bakery industry across China in the past 3 years;
=>To get a clear picture on development status of foreign enterprises, state-owned
enterprises, and private enterprises in recent years as well as the industry position of the
above ownerships· Based on adoption of the global uniform industry classification
standard - ISIC, the report enables you to make a direct comparison of China bakery
industry with parallel industry in other countries;· Present you with a list of top 100
enterprises inside the industry in terms of the sales revenue;
ZEEFER INDUSTRY DISTRIBUTION INDEX
An indicator through aggregate weighted computation based on the three authority
statistics of enterprise numbers, sales revenue and profit by region and corporate
ownership, and in accordance with the regional distribution of leading enterprises inside
the sector. Through horizontal comparison on the bakery industry development in
different provinces, municipalities, and autonomous regions, the ZEEFER Industry
Distribution Index is specially designed to truly reflect the conditions of regional
20

distribution for China bakery industry, providing a quantitative, visual and reliable
reference for relevant users to make decisions. The ZEEFER Industry Distribution
Index adopts a hundred mark system. For a certain region, the higher the score, the
higher the distribution concentration in this region and the industry position of the
region shall be more important.
Tayyabah Bakery was established in 1981 by Mr. Yakub Patel and Mrs.
Tahera Patel. The business has grown successfully over the last twenty years and this
is primarily due to the quality of the products and to the excellent service offered to
all the customers.
During the early years, Tayyabah Bakery produced traditional Indian biscuits
such as Jeera biscuits, Naan Khatai biscuits and Purwali (puff pastry) biscuits for its
local customers in Lancashire. Soon, deliveries were being made to other parts of the
country as the popularity of the biscuits grew. In the last few years, due to popular
demand, Tayyabah bakery Ltd started producing biscuits such as Coconut Cookies,
Chocolate Chip Cookies and Sugar Puffs.
Tayyabah Bakery Ltd holds complete customer satisfaction as its central aim.
We ensure this by providing the highest standards of products and services. This
philosophy is to be underpinned by establishing and maintaining strong working
relationships with our suppliers and customers and caring for our staff to work
towards a common goal of mutual profitability, based upon trust and respect.
Continental Bakeries is a European bakery group that focuses on the production and
sales of toast & snacks, cookies & biscuits and bread replacements. Some of the
products made include, but are not limited to: toast, sandwich biscuits, shortcake
biscuits, spiced biscuits, wafers, crisp bakes, honey cake, gingerbread and rice wafers.
The focus is on the segment of private labeling (generic brands) but the company also
has a number of their own brand names, such as, Haust, Hig, Auer, Brink, Bussink,
21

Pirou, Brinky, Stieffenhofer and Gille. The core values of the company are; a high
supply reliability, continuous high quality, a high level of certification, smart
innovations and short development processes.
Continental Bakeries focuses on the employee and the business-to-business
market. The most important markets are those of West European origin, with
Germany, France and the Benelux in particular. In addition to the West European
market, products are delivered worldwide; this is also done with the help of agencies.
Continental Bakeries is a mid-size company with around 1800 employees, 15
production sites and an annual turnover of approximately 345 million Euros.
Within the different product groups, Continental Bakeries has a strong position
in Europe, boasting a number 1 or 2 position in most countries. In order to be able to
implement its group strategy as coherently and efficiently as possible, Lotus Bakeries
has opted for a country-based organization with an integrated corporate policy.
The Group Lotus Bakeries’ Corporate Executive Committee consists of the
chief executive officer, two managing directors, a corporate director finance & human
resources and a corporate director ICT, tax, legal & risk. In this way the company
now has a series of group-level departments(1) providing general management,
bringing expertise or delivering services to the entire Group Lotus Bakeries or to the
country and regional organizations (Corporate HR, Corporate Controlling, Corporate
Treasury, ICT, Corporate Tax, Corporate Secretary, Quality & Research, Central
Engineering, Food law & Nutrition, Buying Coordination). The Group Management
Team consists of the members of the Corporate Executive Committee plus seven
country or regional managers(2) (Belgium, the Netherlands, France, Northern &
Eastern Europe, the United Kingdom, North America and export regions). The
country and regional organizations play a very important role of adapting to the
commercial specificities of each market and the culture of each country. It is crucially
important that the commercial policy of each country and/or region reflects its own
particular market and that production facilities also think in a market-directed way.
This is part of the Lotus Bakeries group policy, and is integrated into the policy lines
that are set at group level.
PRODUCTS AND MARKETS
22

Lotus Bakeries has opted for a brand policy based on authentic specialties
from the biscuit and cake world: caramelized biscuits, gingerbread, waffles and
galettes, cake specialties and pepparkakor biscuits. This policy is implemented by
strengthening Lotus Bakeries’ leadership in these products in their regions of origin,
and stimulating their internationalization.
CARAMELIZED BISCUITS
Caramelized biscuits are an original Belgian specialty.
They owe their typical taste to the caramelization of the sugar during the
baking process. In Belgium, Lotus caramelized biscuits are a top product across the
biscuit market. Lotus caramelized biscuits are proving increasingly popular
internationally, so that today 75% of sales are realized outside Belgium. The main
foreign markets are France, the United States, the Netherlands, the United Kingdom
and Germany. Other countries in which Lotus caramelized biscuits are proving a
growing success are South Korea, Japan, the Czech Republic, Switzerland, Austria,
Israel, Spain and Italy. The other export markets are developing very positively.
Employees also want to experience the unique Lotus caramelized biscuit taste in other
products that are strongly anchored in their consumption patterns. For this reason
Lotus caramelized biscuit spread and Lotus caramelized biscuit ice cream have been
developed on the basis of Lotus caramelized biscuits, enabling employees to find
again the familiar and unique Lotus caramelized biscuit taste in these products.
Caramelized biscuit spread was launched in Belgium in early 2008 and later in the
year in the Netherlands and France. Caramelized biscuit ice cream was successfully
launched in Belgium in 2009.
WAFFLES AND GALETTES
Belgium has long been famed for its waffles. Lotus Bakeries has a very wide
range here consisting primarily of Liège waffles, soft waffles, filled waffles, galettes
(thin, crispy waffles) and vanilla waffles. By clearly distinguishing its brand features,
Lotus Bakeries is able to persuade employees to opt for quality and specificity when
23

purchasing these products. Lotus waffles are primarily sold in France, Belgium, the
United Kingdom, Germany, Spain and the Netherlands.
CAKE SPECIALTIES
This group of authentic products is difficult to bring under a common
denominator. In almost every case these are specialties that are very popular in their
region and country of origin, and which outstanding quality and strong branding have
deeply anchored in employee behavior and consumption patterns. These products, like
frangipane, madeleine, carré confiture and Zebra in Belgium, Glacés and Enkhuizer
cookies in the Netherlands and Breton butter specialties are mainstays for the
popularity of the Lotus brand.
GINGERBREAD
This authentic product from the Low Countries (modernday Belgium and
Holland) has developed very strongly in the Netherlands. Strong brands like
Peijnenburg and Wieger Ketellapper have been turned into modern, contemporary
concepts that match the consumption patterns of today’s conscious employees.
Gingerbread is very popular in the Netherlands, thanks to the quality of the product
itself and the sense of dynamism inherent in the brands, with over 35 million kg
consumed every year.
Koninklijke Peijnenburg has more than 60% of the Dutch gingerbread market. The
current dynamism on the Dutch market will obviously be carried forward by the
‘Peijnenburg’ flagship. In Belgium just 5 million kilos a year are consumed. Lotus
wants to market these products more strongly, first of all in Belgium. This product
will be redynamized, with product development and innovative packaging, under the
Lotus brand.
PEPPARKAKOR BISCUITS
Pepparkakor biscuits are a traditional Swedish biscuit. It is a thin and crispy
biscuit enriched with cinnamon and ginger spices. The products of Annas
Pepparkakor come in different flavours but always based on the same dough and
24

traditional recipe. Annas Pepparkakor is the market leader in pepparkakor biscuits
with a spontaneous brand recognition in Sweden of 70%. Annas Pepparkakor
introduced the pepparkakor biscuits as a specialty in Sweden, Finland, the United
States, Canada and many other countries.
SALES ORGANIZATIONS
Lotus products are consumed both at home and away from home. Lotus has
specialist sales teams working intensively in each market: retail, catering (schools and
clinics) and food service (hotels, restaurants, cafés and petrol stations). Lotus
Bakeries has its own sales organizations for Belgium, the Netherlands, France,
Germany/Austria/ Switzerland, the Czech Republic/Slovakia, the United Kingdom,
Spain, Sweden and the United States. The Lotus Bakeries Group looks after export
countries from Belgium. In each country we work closely with specialist importers
who sell the products of Lotus Bakeries in a professional way. The main export areas
are South Korea, Japan, Israel, Italy, the Balkans, Cyprus, Taiwan, Lebanon, Greece,
China and Kuwait.
PRODUCTION FACILITIES
Lotus Bakeries’ product range involves it in a wide range of different
production technologies. Understanding, mastering and further developing these
product technologies is a constant challenge. This makes it important to concentrate
the products and production processes in specialized plants.
Our production sites are:
BELGIUM
 At Lembeke in East Flanders we produce the full range of caramelized
biscuits, as well as frangipane.
 In Oostakker in East Flanders, we produce madeleine, Amico, Zebra and Midi.
This production plant also specializes in snack cakes (Marshmallow, Bimbo,
Caramallow) and carré confiture.
 The production of waffles and galettes is split between Meise in Flemish
Brabant and Courcelles in Hainault.
25

FRANCE
Our plant at Comines, Le Nord, specializes in filled waffles, coconut products,
frangipane and Pommeline.
 In Briec-de-l’Odet, Brittany, Le Glazik produces the Breton butter products:
4/4 bars, mini 4/4s, madeleine, gâteaux bretons, galettes bretonnes, palets and
luxury butter biscuits (almond biscuits, hearts).
NETHERLANDS
 Geldrop, North Brabant, where the famous Peijnenburg gingerbread is
produced.
 Sintjohannesga, Friesland. The Sintjohannesga site produces Frisian cookies
under the Wieger Ketellapper brand and gingerbread under the Peijnenburg brand.
 Enkhuizen, North Holland, produces Glacés, battenbergs and Enkhuizer
cookies.
SWEDEN
 In Tyresö, close to Stockholm, we produce the Anna’s fine pepparkakor
biscuits for Sweden and export markets.
CANADA
 In High River, Alberta, we produce the Anna’s fine pepparkakor biscuits for
the United States and Canada.
LOGISTICS CENTRE
The logistics centre at Lokeren (East Flanders, Belgium) delivers products
produced in the Belgian and French plants. Products from other plants (the
Netherlands,Sweden and Canada) are delivered by outside logistics partners.
26

COMPANY PROFILE
INTRODUCTION
M/s. SAI ADITYA HOTELS AND SUPERMARKETS PVT. LTD. was
formed with the objective of establishment of Supermarkets, Cake shops and Hotels
throughout the state of Andhra Pradesh. Mr. K.V.Vishnu Raju Chief promoter and
Director of this company is an young, energetic and dynamic Engineering Graduate
hailing from this state. He had worked for short period is U.S.A. in a multinational
company. During his stay in U.S.A. and during his tour of other developed countries,
he was very much attracted by the supermarkets, cake shops, and hotels existing in
those countries. He observed them with keen interest and decided to start similar ones
in our state. He possesses 15 years of business and management experience.
The proposed company plans to establish a project for baking the flavored
breads in different and unique shapes and sizes. Every bakery offers the bread, which
is milky or simple, or diet in only one usual flavor. No bakery offers the flavored
breads so far. This company’s main concern is the baking of that bread. This company
will helps in enjoying the people the different flavors in different shapes. All the
relevant data has been collected from the bakeries and the market. Its baking process
is almost identical to the baking process of the simple bread. There’s no problem in
getting the required equipment as well as the material as it is all locally available.The
company “Bread Bakers” is the first company concerning with the manufacturing of
the flavored bread. It is the company, which don't only deals with the different flavors
of bread but also the shapes of the bread. We are a full service providing bread
bakers offering a wide variety of fresh breads, which have unique flavors and shapes.
We have that new world style taste and freshness that is all but obsolete in today's
society.
After examining the available supermarkets and cake shops in the country he
had decided to have franchise with ‘Nilgiri’s’ a famous and reputed supermarket
chain having a number of outlets in southern states of Karnataka and Tamilnadu.
“Nilgiri’s” was established in the year 1905 at Nilgiri, Tamilnadu. In 1939 the
Bangalore branch was opened at Brigade Road and soon it became the only
28

supermarket of its kind catering to the daily needs of endless customers, with its wide
range of quality products and impeccable service. It has its own dairy and bakery to
provide quality bakery and confectionery items of wider range. In 1960 milk
processing and chilling plant was set up at Erode. A year after the group established
supermarkets-cum-cake shops at Airport Road, Banglore, Chennai, Coimbatore and
Erode. At present there are around 20 outlets across South India, where in the brand
of Nilgiri’s has established itself as a reputed “House of Convenience ”.
Soon after incorporation of the company, the Chief Promoter Sri K.V.Vishnu
Raju entered into a franchise agreement with Nilgiri’s Division, Banglore to open
supermarkets in Andhra Pradesh. He selected this city of destiny and Asia’s fastest
developing city to begin his mission of having supermarkets chain in this state. The
present supermarket and cake shop was opened in the year 1994 with technical
collaboration with Nilgiri’s, Banglore.
The Franchise agreement with ‘Nilgiris’ Bangalore was expired in the year of
2004, there after the company developed its own brand, named as ‘FRESH
CHOICE’. Present Supermarket & Bakery was running in this brand name
successfully since 2004.
Due to the location of heavy industries like Steel Plant, Shipyard, Dockyard,
Major Port, H.P.C.L. Refinery, Hindustan Zink Ltd., Coromandel Fertilisers,
B.H.P.V.Ltd. and many Educational institutions like one big University, 3 Private
Engineering Colleges, 1 Medical College and many more small scale industries,
colleges, officers etc., this city has got good potential for quality employee goods
market. Recently the city has become one of the best place of EAMCET coaching
centers in the state attracting thousands of students.
After Successfully operating for a period of 3 years, the present supermarket
was shifted to it’s own premises and also established a separate manufacturing unit
located at Waltair Uplands road. The turnovers gradually increased from Rs.162
lakhs in 1995-96 to Rs. 474 lakhs in 2004-05. Now the company is proposing to
have a modern cake shops in MVP Colony and S.Dhara and also proposing to
expand its manufacturing capacity of bakery products.
PROMOTERS
29

Sri. K.V.Vishnu Raju, Managing Director of the company, is an
Engineering graduate. He worked in U.S.A. for a short period. He hails from the the
family of Sri B.V.Raju garu who is the pioneer in Cement Industry In Andhra Pradesh
and founder of Raasi Cement Plant. Sri K.V.Vishnu Raju working as Managing
Director of Anjani Cements and Chairman of Sri Vishnu Educational Society,
Bhimavaram. He got rich business experience and exposure.
CONSTITUTION
It is existing private limited company closely held by the family of Sri
K.V.Vishnu Raju.
LOCATION
The existing supermarket-cum-cakeshop is located at Siripuram opposite
Waltair Club. The bakery’s manufacturing unit & Cakes shop is located at Waltair
Uplands very near to the Supermarket-cum-Cakeshop.
The proposed Cake shop will be located at MVP Colony. And another
Cake shop at S.Dhara attached with the existing Supermarket at Seethammadhar .
NATURE OF BUSINESS
This business is on the basis of partnership. Every partner will equally
participate in the activities of business. Nature of business of The Bread Bakers is to
carry out the breads such as: Flavored breads and multi –shaped bread. Mission
Statement.
VISION
The building of a community within the baking industry who voluntarily come
together to meet common need and accomplish common goals.
MANAGEMENT PLANPARTNERSHIP DEED
In this service organization there are four partners who collaborate with each
other. The profit deed is decided in the equal basis.
Departments
• Production Department
• Purchasing Department
30

• Finance & Accounts Department
• Marketing Department
MANUFACTURING UNIT LOCATION
Our manufacturing unit is located in Visakhapatnam. We have selected this
place because the portion of factory is free so, there are no rent charges and we have
our own transportation facility so this is very feasible for us.
RAW MATERIAL
Following are the main raw material for the proposed project:
• Flour
• Yeast
• Flavors
• Milk
• Eggs etc.
The entire raw material is locally available in abundance. There is no problem
in collecting the raw material from the local sources.
CHARACTERISTICS OF THE PROJECT
The project, which is being initiated in response to the market demand, will
produce quality breads according to the customer’s needs. The product will be a new
product in the market. Presently there is no such brand, which produces such flavored
breads in unique shapes. The existing bakeries are producing the simple breads but
this unit will initiate a new trend in the market. These items have a main emphasis on
the morning time when the breads are mostly utilized. It is basically for those persons
who are taste conscious and look for some thing new for their breakfast.
DISTRIBUTION CHANNELS
31

Bread is easily available in every bakery. As we are offering different flavors
of bread so we have decided that our distribution channels will be all existing bakeries
like China Bakery, Meer Bakery, Asim bakery, al-Meraj bakery, etc. We choose these
distribution channels because these bakeries already have a large number of
customers they daily visit these bakeries & when they will see our product over there
they would surely like to have these flavored bread, so the reason of choosing these
bakeries is that we are new in the market & we have no customer orientation. That’s
why our distribution sources are all these existing bakeries.
Product ProfileMain ProductsAs all the other existing bakeries are providing the three
main types of bread so with the flavored breads our main emphasis will be on the
same three breads which includes:
• Milky bread
• Simple bread
• Diet bread
These introduced flavors are available in each bakery. Bread flavors. Our bread
flavors along with our brands include the following flavors
• Chocolate flavored bread by Bread Bakers
• Strawberry flavored bread by Bread Bakers
• Vanilla flavored bread by Bread Bakers
• Mango flavored bread by Bread Bakers
• Pineapple flavored bread by Bread Bakers
• Banana Chip flavored bread by Bread Bakers
• Fruit Nut Breads by Bread Bakers
• Butter Top Bread by Bread Bakers
• Cheese flavored bread by Bread Bakers
• Garlic flavored bread by Bread Bakers
32

• Ginger flavored bread by Bread Bakers
BREAD SHAPES
Our bread is not only concern with the flavors but also with the shapes of the
bread, and there are different shapes which includes :
• Oval
• Round
• Square
• Triangle
• Rectangle
• Long-shaped
• Cone-shaped
SPECIALTY
Most of the people don’t like corners of the bread. The Bread Baker’s is the
first who consider this need first and now introducing the corner less bread first time
in the area.
FUTURE INTEGRATION
In future we, The Bread Baker’s are panning to launch a new product…The
Stuffed Bread. It is new and different concept. Stuffed bread is a product in which
different material will be stuffed according to the choice of our customers.
MARKET ANALYSIS
MARKET RESEARCH
33

Before starting any business it is important to recognize the need of customer
that either there is demand of particular product exists or not.
The Bread Bakers conducted the research, which shows that the flavored bread is one
of the innovations in bread industry in Gujranwala .
TARGET MARKET
The Bread Baker’s are providing their products in different sizes in very
reasonable prices. Our main emphasis is on middle-income group
AGE DISTRIBUTION
The Bread Bakers conducted the research on the basis of age sector to analyze
that which age sector will like our bread most.According to our research:
• Children from age of 10 to 15 years will like it 38%.
• People from the age of 15 to 22 years will like it 25%.
• People from the age of 22 to 35 years will like it 23%.
• People from the age of 35 onwards will like it 14%.
This research shows that younger are more willing to use our product.
MARKET DISTRIBUTION
The Bread Baker’s also conducted research on the basis that where they should
provide there product in which quantity The research shows that we should provide
our product in Satellite Town market 39% of our production. 30% in Model Town, 12
% in Wapda Town, 10% in People’s Colony
PRICING STRATEGY
Penetration pricingAs we are in the initial stage so our main emphasis is to
penetrate in the market by capturing the market shareThere are many pricing
strategies but we have to choose this penetration pricing strategy because we are the
new entrants & we want to capture a big market share so we have chosen this type of
strategy to penetrate in the market.
34

PRICES
All the existing bakeries are offering the following prices of the breads
Milky, Simple, DietLarge Rs. 22 Small Rs.18
But we are providing the following prices of the flavored breads.
o Fruit Nut Breads Rs. 40/-
o Chocolate flavored bread Rs. 30/-
o Strawberry flavored bread Rs. 30/-
o Vanilla flavored bread Rs. 30/-
o Mango flavored bread Rs. 30/-
o Pineapple flavored bread Rs. 30/-
o Cheese flavored bread Rs. 35/-
o Garlic flavored bread Rs. 35/-
o Ginger flavored bread Rs. 30/-
o Butter Top Bread Rs. 30/-
o 100% Whole Wheat Bread Rs. 30/-
ENTRANCE STRATEGY
The entry growth strategy for The Bread Bakers should be to focus initially and
more specially to youth and status-quo customers.
MARKETING STRATEGY
The Bread Bakers needs a comprehensive marketing strategy based on
company’s philosophy, potential growth strategy and long-term objectives of gaining
a strong hold in the bread industry.
SWOT ANALYSIS
35

STRENGTHS
• New product innovation in local area. So it will attract the people of localarea.
• No specific competitor.
• Reasonable prices. Our bread will be easy available for lower income groupalso.
• Easy availability. Our outlet is Meer and China and these bakeries have their outlets
in main parts of the city so the access to our product is very easy.
WEAKNESSES
o No brand recognition. Our name in baking industry is new so most of the people are
not familiar with bread bakers.
o No separate outlet. We don’t have enough finance to construct our separate outlet.
o No customer orientation in local areas. As we are newly introduce in Gujranwala so
the customer is not oriented in the brand.
OPPORTUNITIES
o First mover advantage. This product is introducing in Gujranwala for the very first
time so there is no specific competitor of bread bakers so this is an opportunity. So the
number of customers with us will be more than any other competitor in flavored bread
baking industry.
THREATS
o New product, may people don’t accept the flavored bread
o Competitors working in Islamabad may enter in local market.
o Imitation by existing bakeries. May Meer and China try to copy it.
36

FINANCIAL PLAN
Project fixed cost (In rupees)
Land Already Available
Building 1,20,000
Machiner 1,00,000
Transportation/Installation 50,000
Furniture 15,000
Vehicles 2,00,000
Total 4,85,000
Raw Material 60,000
Wages/Salaries 50,000
Utilities 15,000
Depreciation 20,000
Total 1,45,000
Administrative expanses 60,000
Selling expanses 1,20,000
Office expanses 60,000
Total 4,52,000
Loan 10,62,000
Equity 7,08,000
Total 17,70,000
Term loan 10,62,000 15% 1,59,300
Other bank charges 10,62,000 1% 10,620
Total 1,69,920
37

PRODUCTION CAPACITY
3600 breads of different flavors and different shapes will be produced on
average per year with the experienced bakers. However we are able to sell the bread
crums of different flavored breads.
SOURCES OF MACHINERY
The selection of machinery and equipments is one of the important decision,
there are number of Machinery Manufacturers but for this project the required
machinery is locally available.
BREAKEVEN ANALYSIS
BREAKEVEN
Breakeven analysis is a tool used to determine when a business will be able to
cover all its expenses and begin to make a profit. For the startup business it is
extremely important to know the startup costs, which provides with the information
one need to generate enough sales revenue to pay the ongoing expenses related to
running the business.
The company has a chain of Bakery retail stores across Vishakapatnam and
is on its way to expanding its presence in all the major towns of Andhra Pradesh. The
FreshChoice brand is well known and most sort after for its bakery product range
which includes breads, puffs, pastries etc. The company has state of the art production
facilities at Visakhapatnam and Kakinada through which the entire product range is
sold at company owned stores and distributed through retailers and institutions.
FreshChoice products are also available at major retailers like Reliance Fresh, More,
Spencer’s, and PSU Company Corporative stores at Visakhapatnam. The company
supplies to institutions like HSBC, Airtel, Idea, Visakhapatnam Steel plant
Cooperative stores, Indian Railways, Shipping and Star hotels etc.
FreshChoice offers an excellent product range focusing on quality, hygiene and
appealing to customers of all age groups.
38

VISION
Our long term goal is to open retail shops to the general public with a view to
expanding our product, employment development across the east coast of AP. In the
short term we will expand our employee base all over Andhra Pradesh and To be the
largest and finest retailer of baked and processed foods in Andhra Pradesh.
MANAGEMENT
This venture is the brainchild of Mr. K.V. Vishnu Raju.
He spearheaded activities of other group companies as its Chairman and as
Director of several other companies.
 Anjani Portland Cement Limited
 Vennar Ceramics Limited
 Hitech Print Systems Limited
 Sai Aditya Foods & Retailing
 Dr B.V.Raju Foundation
 Sri Vishnu Educational Society
His vision of retail sector for rapid growth and development started in Oct
1994 with the opening of a High tech Supermarket & Cake Shop with 30 employees
at Visakhapatnam.
Under the leadership of Mr. K.Narasimha Raju and his ability to pass down
acquired competencies to succeeding cohorts by training Bakers/ Cake decorators
along with Internal team managers Like B.Rajsekhar, P.Srikanth, AVN Raju and
other bakery & supermarket staff enabled strong business outgrowth with the view of
opening bakery shops throughout AP coastline. Combining the high demand for fast
quality Breads, cakes and pastry on-the-go with delivery service for those with no
time to wait in line.
39

Sophiscated methods of Bread and pastry making showcased in sensational
fashion as made Fresh Choice to grown from a single outlet into Bakery retail chain
with 300 plus employees.
COMPANY MISSION
Our commitment to excellence in the craft and artistry of baking enables us
to deliver high quality products that look superb, delight the customer and make
celebrations a moment to cherish. We also have committed ourselves to tantalizing
the pallet of bakery connoisseurs. Our products will exceed local stores and franchise
competitors. Our product posses that certain something that others do not have.
We create the elegance and sensation of bread baking, making and cake
decorating with culinary techniques to achieve the height of quality and excellence in
the cake and pastry industry. Our products range from high end artistry to modern and
local customs. If you dare to dream we will create it.
MANAGEMENT STRATEGIES
Maintain a focus on Quality product with bottom-line growth through optimal
performance. We also focus on technology and innovation to make sure employees
have extensive training to perform proper technique and equipment operation.
Maintain 100-percent honesty between employees, customer and management. As a
team input will be collected analyzed and put into practice. Team meetings weekly
will motivate and forecast growth and annihilate potential difficulties.
MEETING CUSTOMER NEEDS
Hot and Fresh sells. Therefore quality is everything. Baking staff are trained
regarding quality preparation, food service, storage and holding equipment with a
view of producing a superiorly prepared fresh product. Employees will come back for
time and again.
MARKET SHARE DISTRIBUTION
Word of mouth advertising via quality output has proved our strongest
selling point. Occasional social events Like Awareness Programs, Sports, School
Competitions, donations and product gifts to active community figures. We take the
40

product to the employees and let them sample the product to help create brand
awareness.
Our 15 years experience and Ability to Penetrate Market in baked goods
preparation and quick delivery along with a fine reputation for high quality products
will answer the demand for a fast, fresh, tasty menu of quality bread, cakes and pastry
products. Our ability to deliver quality & quantity to meet special and unique requests
enables us to penetrate new market segments while holding niche positions. Within a
short time we have gained from a small 10% market share to 70%
PRODUCTS AND SERVICES
Showcase of elegantly decorated special occasion themed cakes priced for
every ones reach, where customers will forget time while enjoying leisure or meeting
and greeting, partying in an upscale celebrating environment. Our Sales Team always
feels proud of The bread we bake. Tried and tested through years. Simply the best
anywhere!
Market Share Distribution
Management Strategies
Meeting Customer Needs
Products and Services
The choice of bread includes Sandwich, Milk, Wheat, Masala, French…..etc,
and wide variety of buns, cream bun being the most popular. Puffs: FreshChoice is
synonymous for its spread of puffs with delicious fillings of both veg and non-veg
variants. Pastries and Cakes: Our Fresh Cream pastries and Butter Cream cakes are a
special attraction for all occasions. Cookies and Biscuits: Butter cookies are an In-
house specialty; other choices include Cashew, Honey nuts, Chocolate… etc. Burgers,
Pizzas and Sandwiches are to your liking.
BREADS SANDWICH BREAD PAV BREAD
Milk bread Russian bun Fruit bread Burger bun Super Soft Premium bun
Round Robin Cream bun Southern Days Dinner roll Brown bread Rusk Masala bread
Pizza base Garlic bread Bread sticks Cakes and Pastries Pastries Cakes Vanilla
41

Orange chocolate Black Forest Eggless Vanilla Pineapple Eggless Butter scotch
Butterscotch Eggless black forest Chocolate truffle Plum cake Choco Crunch Tea
cake Milk badam Pineapple cake Choco walnut Fruit cake Choco rice Orange cake
German black forest Vanilla cake Choco mousse Chocolate cake Choco doughnut
Cup cake Truffle wedge Muffins Birthday & Occasion Cakes & Pastries Pastries
Cakes Vanilla Vanilla Strawberry Nutty wedge Chocolate truffle Strawberry White
chocolate Pineapple Butterscotch Chocolate Black forest Butterscotch Pineapple Pista
Choco walnut Eggless Vanilla Eggless Black forest Eggless butter scotch Eggless
Butterscotch Eggless strawberry Eggless Pineapple Eggless chocolate Cookies &
Biscuits Puffs & Rolls Butter cookies Veg puff Honey nut Paneer puff Cashew Egg
puff Coconut Chicken puff Chocolate cream Butter chicken puff Orange cream Veg
roll Cornflake Chicken roll Fruit Chicken kebab roll Vanilla drops Veg eccls
Chocolate drops Chicken pie Salt biscuits Pizzas Sandwiches & Burgers Veg pizza
Veg sandwich Cheese pizza Cheese sandwich Paneer pizza Egg sandwich Chicken
pizza Chicken sandwich Mushroom pizza Veg grilled sandwich Chilly chicken pizza
Chicken grilled sandwich Veg pan pizza Cheese grilled sandwich Chicken pan pizza
Veg Burger
Flagship stores and the largest of the two formats that occupy 750-2000
sq ft. The hallmarks are their good interiors, air conditioned atmosphere and a seating
capacity of over 40 customers. Menu includes Chinese combo meals in addition to the
bakery items like pizza, burger , puffs, rolls, pastries, etc. This is the place for friends
and families for gossip and make merry at this very friendly local atmosphere.
FRESH CHOICE OUTLETS
42

Take Away outlets stand out in places of high traffic. These are generally of
150-300 sq ft. Menu includes bakery products like pizza, burger, puffs, rolls, pastries,
etc. ideally for takeaways hygienically packed and easy to carry.
OUTLET LOCATION VIZAG LANDMARK PHONE NO
Lawsonsbay Colony
Besides SBI
0891-6454666
Balayyasastry Layout
P Double Road
0891-6454667
Siripuram
Opp Waltair club
0891-6660888
Seethammadhara
Besides Spencer’s xpress
0891-6529222
Murali Nagar
Besides Andhra Bank
0891-6454668
Collectors Office
Sagar Lodge Compound
0891-6460470
Waltair Uplands
Besides Tycoon Restaurant
0891-6673333
M.V.P.Colony
Double Road (HDFC ATM)
43

0891-6556444
Akkayapalem
Kanakamahalaxmi Bank
0891-6465557
Spencer Hyper
VIP Road
H S B C
Siripuram Junction
Ushodaya
Ushodya Junction
0891-6465551
Visalakshi Nagar
Police quaters
0891-6455670
Jagadamba Theatre
Jagadamba Junction
Kinera Theatre
Madilapalem
Rednam Gardens
Near SBI bank
0891-6465550
Chinna Waltair Kotak school
0891-6589229
Sagar Nagar Centre
0891-6587921
D.No. 10-50-14/6 ,
Siripuram Junction ,
44

VISAKHAPATNAM
Office : 0891-6660888, 0891-2559237
Factory : 0891-6635846, 0891-6587111
45

THEORITICAL FRAME WORK
Motivation is the driving force which causes us to achieve goals. Motivation is said
to be intrinsic or extrinsic. The term is generally used for humans but, theoretically, it
can also be used to describe the causes for animal behavior as well. This article refers
to human motivation. According to various theories, motivation may be rooted in a
basic need to minimize physical pain and maximize pleasure, or it may include
specific needs such as eating and resting, or a desired object, goal, state of being,
ideal, or it may be attributed to less-apparent reasons such as altruism, selfishness,
morality, or avoiding mortality. Conceptually, motivation should not be confused with
either volition or optimism.Motivation is related to, but distinct from, emotion.
MOTIVATION CONCEPTS
INTRINSIC AND EXTRINSIC MOTIVATION
Intrinsic motivation refers to motivation that is driven by an interest or enjoyment in
the task itself, and exists within the individual rather than relying on any external
pressure.[2]
Intrinsic motivation has been studied by social and educational
psychologists since the early 1970s. Research has found that it is usually associated
with high educational achievement and enjoyment by students. Explanations of
intrinsic motivation have been given in the context of Fritz Heider's attribution theory,
Bandura's work on self-efficacy and Deci and Ryan's cognitive evaluation theory (see
self-determination theory). Students are likely to be intrinsically motivated if they:
• attribute their educational results to internal factors that they can control (e.g.
the amount of effort they put in),
• believe they can be effective agents in reaching desired goals (i.e. the results
are not determined by luck),
• are interested in mastering a topic, rather than just rote-learning to achieve
good grades.
INTRINSIC MOTIVATION AND THE 16 BASIC DESIRES THEORY.
46

Extrinsic motivation comes from outside of the individual. Common extrinsic
motivations are rewards like money and grades, coercion and threat of punishment.
Competition is in general extrinsic because it encourages the performer to win and
beat others, not to enjoy the intrinsic rewards of the activity. A crowd cheering on the
individual and trophies are also extrinsic incentives.
Social psychological research has indicated that extrinsic rewards can lead to
overjustification and a subsequent reduction in intrinsic motivation. In one study
demonstrating this effect, children who expected to be (and were) rewarded with a
ribbon and a gold star for drawing pictures spent less time playing with the drawing
materials in subsequent observations than children who were assigned to an
unexpected reward condition and to children who received no extrinsic reward.
Self-determination theory proposes that extrinsic motivation can be internalised by
the individual if the task fits with their values and beliefs and therefore helps to fulfill
their basic psychological needs.
Self-control
The self-control of motivation is increasingly understood as a subset of emotional
intelligence; a person may be highly intelligent according to a more conservative
definition (as measured by many intelligence tests), yet unmotivated to dedicate this
intelligence to certain tasks. Yale School of Management professor Victor Vroom's
"expectancy theory" provides an account of when people will decide whether to exert
self control to pursue a particular goal.
Drives and desires can be described as a deficiency or need that activates behavior
that is aimed at a goal or an incentive. These are thought to originate within the
individual and may not require external stimuli to encourage the behavior. Basic
drives could be sparked by deficiencies such as hunger, which motivates a person to
47

seek food; whereas more subtle drives might be the desire for praise and approval,
which motivates a person to behave in a manner pleasing to others.
By contrast, the role of extrinsic rewards and stimuli can be seen in the example of
training animals by giving them treats when they perform a trick correctly. The treat
motivates the animals to perform the trick consistently, even later when the treat is
removed from the process.
Incentive theory
A reward, tangible or intangible, is presented after the occurrence of an action (i.e.
behavior) with the intent to cause the behavior to occur again. This is done by
associating positive meaning to the behavior. Studies show that if the person receives
the reward immediately, the effect would be greater, and decreases as duration
lengthens. Repetitive action-reward combination can cause the action to become
habit. Motivation comes from two sources: oneself, and other people. These two
sources are called intrinsic motivation and extrinsic motivation, respectively.
Applying proper motivational techniques can be much harder than it seems. Steven
Kerr notes that when creating a reward system, it can be easy to reward A, while
hoping for B, and in the process, reap harmful effects that can jeopardize your goals.
A reinforcer is different from reward, in that reinforcement is intended to create a
measured increase in the rate of a desirable behavior following the addition of
something to the environment.
Incentive theory in psychology, treats motivation and behavior of the individual, as
they are influenced by beliefs, such as engaging in activities that are expected to be
profitable. Incentive theory is promoted by behavioral psychologists, such as B.F.
Skinner and literalized, by behaviorists, especially by Skinner in his philosophy of
Radical behaviorism, to mean that a person's actions always have social ramifications:
and if actions are positively received people are more likely to act in this manner, or if
negatively received people are less likely to act in this manner. Incentive theorists
tend to distinguish between wanting and liking, where liking is a passive function
48

evaluating a stimulus, but wanting adds an active process "attracting" the person
towards the stimulus.
Incentive theory distinguishes itself from other motivation theories, such as drive
theory, in the direction of the motivation. In incentive theory, stimuli "attract", to use
the term above, a person towards them. As opposed to the body seeking to reestablish
homeostasis pushing it towards the stimulus. In terms of behaviorism, incentive
theory involves positive reinforcement: the stimulus has been conditioned to make the
person happier. For instance, a person knows that eating food, drinking water, or
gaining social capital will make them happier. As opposed to in drive theory, which
involves negative reinforcement: a stimulus has been associated with the removal of
the punishment-- the lack of homeostasis in the body. For example, a person has come
to know that if they eat when hungry, it will eliminate that negative feeling of hunger,
or if they drink when thirsty, it will eliminate that negative feeling of thirst
Drive-reduction theories
There are a number of drive theories. The Drive Reduction Theory grows out of the
concept that we have certain biological drives, such as hunger. As time passes the
strength of the drive increases if it is not satisfied (in this case by eating). Upon
satisfying a drive the drive's strength is reduced. The theory is based on diverse ideas
from the theories of Freud to the ideas of feedback control systems, such as a
thermostat.
Drive theory has some intuitive or folk validity. For instance when preparing food, the
drive model appears to be compatible with sensations of rising hunger as the food is
prepared, and, after the food has been consumed, a decrease in subjective hunger.
There are several problems, however, that leave the validity of drive reduction open
for debate. The first problem is that it does not explain how secondary reinforcers
reduce drive. For example, money satisfies no biological or psychological needs, but a
pay check appears to reduce drive through second-order conditioning. Secondly, a
drive, such as hunger, is viewed as having a "desire" to eat, making the drive a
homuncular being—a feature criticized as simply moving the fundamental problem
behind this "small man" and his desires.
49

In addition, it is clear that drive reduction theory cannot be a complete theory of
behavior, or a hungry human could not prepare a meal without eating the food before
he finished cooking it. The ability of drive theory to cope with all kinds of behavior,
from not satisfying a drive (by adding on other traits such as restraint), or adding
additional drives for "tasty" food, which combine with drives for "food" in order to
explain cooking render it hard to test.
Cognitive dissonance theory
Suggested by Leon Festinger, this occurs when an individual experiences some degree
of discomfort resulting from an incompatibility between two cognitions. For example,
a employee may seek to reassure himself regarding a purchase, feeling, in retrospect,
that another decision may have been preferable.
Another example of cognitive dissonance is when a belief and a behavior are in
conflict. A person may wish to be healthy, believes smoking is bad for one's health,
and yet continues to smoke
Need hierarchy theory
Maslow's hierarchy of needs
Abraham Maslow's theory is one of the most widely discussed theories of
motivation.
The theory can be summarized as follows:
• Human beings have wants and desires which influence their behavior. Only
unsatisfied needs influence behavior, satisfied needs do not.
• Since needs are many, they are arranged in order of importance, from the basic
to the complex.
• The person advances to the next level of needs only after the lower level need
is at least minimally satisfied.
• The further the progress up the hierarchy, the more individuality, humanness
and psychological health a person will show.
50

The needs, listed from basic (lowest-earliest) to most complex (highest-latest) are as
follows:
• Physiology (hunger, thirst, sleep, etc.)
• Safety/Security/Shelter/Health
• Belongingness/Love/Friendship
• Self-esteem/Recognition/Achievement
• Self actualization
Herzberg's two-factor theory
Frederick Herzberg's two-factor theory, intrinsic/extrinsic motivation, concludes that
certain factors in the workplace result in job satisfaction, but if absent, they don't lead
to dissatisfaction but no satisfaction.
The factors that motivate people can change over their lifetime, but "respect for me as
a person" is one of the top motivating factors at any stage of life.
He distinguished between:
• Motivators; (e.g. challenging work, recognition, responsibility) which give
positive satisfaction, and
• Hygiene factors; (e.g. status, job security, salary and fringe benefits) that do
not motivate if present, but, if absent, result in demotivation.
The name Hygiene factors is used because, like hygiene, the presence will not make
you healthier, but absence can cause health deterioration.
The theory is sometimes called the "Motivator-Hygiene Theory" and/or "The Dual
Structure Theory."
Self-determination theory
Self-determination theory, developed by Edward Deci and Richard Ryan, focuses on
the importance of intrinsic motivation in driving human behavior. Like Maslow's
51

hierarchical theory and others that built on it, SDT posits a natural tendency toward
growth and development. Unlike these other theories, however, SDT does not include
any sort of "autopilot" for achievement, but instead requires active encouragement
from the environment. The primary factors that encourage motivation and
development are autonomy, competence feedback, and relatedness.
Goal-setting theory
Goal-setting theory is based on the notion that individuals sometimes have a drive to
reach a clearly defined end state. Often, this end state is a reward in itself. A goal's
efficiency is affected by three features: proximity, difficulty and specificity. An ideal
goal should present a situation where the time between the initiation of behavior and
the end state is close. This explains why some children are more motivated to learn
how to ride a bike than to master algebra. A goal should be moderate, not too hard or
too easy to complete. In both cases, most people are not optimally motivated, as many
want a challenge (which assumes some kind of insecurity of success). At the same
time people want to feel that there is a substantial probability that they will succeed.
Specificity concerns the description of the goal in their class. The goal should be
objectively defined and intelligible for the individual. A classic example of a poorly
specified goal is to get the highest possible grade. Most children have no idea how
much effort they need to reach that goal
Employee motivation
The success of any business depends largely on the motivation of the employees.
Human resources are essential to the prosperity, productivity and performance of any
company. Motivation is the key to creating an environment where optimal
performance is possible. So how do you ensure that individual motivation is at its
peak within your workplace?
Every person has their own set of motivations and personal incentives to work hard or
not as the case may be. Some are motivated by recognition whilst others are
motivated by cash incentives. Whatever the employees motivation, the key to
52

promoting that motivation as an employer is understanding and incentive.
Employee incentive programs go a long way towards ensuring employees feel
appreciated and worthwhile. This alone can help with employee motivation across the
board. The great thing about these programs is they are very individualized. That is
you tailor your programs to suit the needs and wants of your employees. Incentive
programs increase motivation because they are not only encouraging productive
performance but also show employees the company cares
Perhaps the most significant impact of increased employee motivation is that of
increased productivity. This is a central aim when adopting an incentive program. If
you can increase employee motivation, productivity will follow and with that the
inevitable increased bottom line.
Employee incentive programs promote work place harmony, employee performance
and most of all employee motivation. This is the key to long term benefits for your
company. Motivated employees means staff retention and company loyalty, these are
two things that will have a significant impact on the growth and development of your
business.
Employee incentive programs work by offering rewards for outstanding performance,
hard work or results. Employees who meet targets, go beyond the call of duty or
simply do a good job are rewarded for their efforts. The rewards and incentives vary
and can be as individual as the employees themselves. Employee incentive programs
work because they offer diverse rewards that meet the needs of the company as a
whole.
In order to maximize employee motivation via employee incentives it is useful to
discuss the program with employees. Spend some time figuring out what your
employees actually want out of an incentive program. Find out what motivates them
and how they want to be rewarded for productive performance. If you take the time to
do this then you will be able to implement a program based on the individualized
53

needs of your employees. A distinctive tailor made program will increase employee
motivation and in turn your profits.
Employee motivation is essential to the success of any company big or small. In the
modern workplace human resources are valued above all others. Motivated employees
are productive, happy and committed. The spin off of this includes reduced employee
turnover, results driven employees, company loyalty and work place harmony.
Workers in any organization need something to keep them working. Most times the
salary of the employee is enough to keep him or her working for an organization.
However, sometimes just working for salary is not enough for employees to stay at an
organization. An employee must be motivated to work for a company or organization.
If no motivation is present in an employee, then that employee’s quality of work or all
work in general will deteriorate.
When motivating an audience, you can use general motivational strategies or specific
motivational appeals. General motivational strategies include soft sell versus hard sell
and personality type. Soft sell strategies have logical appeals, emotional appeals,
advice and praise. Hard sell strategies have barter, outnumbering, pressure and rank.
Also, you can consider basing your strategy on your audience personality. Specific
motivational appeals focus on provable facts, feelings, right and wrong, audience
rewards and audience threats
The topic of motivating employees is extremely important to managers and
supervisors. Despite the important of the topic, several myths persist -- especially
among new managers and supervisors. Before looking at what management can do to
support the motivation of employees, it's important first to clear up these common
myths.
Basic Principles to Remember
1. Motivating employees starts with motivating yourself
It's amazing how, if you hate your job, it seems like everyone else does, too. If you
are very stressed out, it seems like everyone else is, too. Enthusiasm is contagious. If
you're enthusiastic about your job, it's much easier for others to be, too. Also, if you're
54

doing a good job of taking care of yourself and your own job, you'll have much
clearer perspective on how others are doing in theirs.
A great place to start learning about motivation is to start understanding your own
motivations. The key to helping to motivate your employees is to understand what
motivates them. So what motivates you? Consider, for example, time with family,
recognition, a job well done, service, learning, etc. How is your job configured to
support your own motivations? What can you do to better motivate yourself?
2. Always work to align goals of the organization with goals of employees
As mentioned above, employees can be all fired up about their work and be working
very hard. However, if the results of their work don't contribute to the goals of the
organization, then the organization is not any better off than if the employees were
sitting on their hands -- maybe worse off! Therefore, it's critical that managers and
supervisors know what they want from their employees. These preferences should be
worded in terms of goals for the organization. Identifying the goals for the
organization is usually done during strategic planning. Whatever steps you take to
support the motivation of your employees (various steps are suggested below), ensure
that employees have strong input to identifying their goals and that these goals are
aligned with goals of the organization. (Goals should be worded to be "SMARTER".
More about this later on below.)
3. Key to supporting the motivation of your employees is understanding what
motivates each of them
Each person is motivated by different things. Whatever steps you take to support the
motivation of your employees, they should first include finding out what it is that
really motivates each of your employees. You can find this out by asking them,
listening to them and observing them. (More about this later on below.)
4. Recognize that supporting employee motivation is a process, not a task
Organizations change all the time, as do people. Indeed, it is an ongoing process to
sustain an environment where each employee can strongly motivate themselves. If
you look at sustaining employee motivation as an ongoing process, then you'll be
much more fulfilled and motivated yourself.
55

5. Support employee motivation by using organizational systems (for example,
policies and procedures) -- don't just count on good intentions
Don't just count on cultivating strong interpersonal relationships with employees to
help motivate them. The nature of these relationships can change greatly, for example,
during times of stress. Instead, use reliable and comprehensive systems in the
workplace to help motivate employees. For example, establish compensation systems,
employee performance systems, organizational policies and procedures, etc., to
support employee motivation. Also, establishing various systems and structures helps
ensure clear understanding and equitable treatment of employees.
Steps You Can Take
The following specific steps can help you go a long way toward supporting your
employees to motivate themselves in your organization.
1. Do more than read this article -- apply what you're reading here
This maxim is true when reading any management publication.
2. Briefly write down the motivational factors that sustain you and what you can do to
sustain them. This little bit of "motivation planning" can give you strong perspective
on how to think about supporting the motivations of your employees.
3. Make of list of three to five things that motivate each of your employees
Read the checklist of possible motivators. Fill out the list yourself for each of your
employees and then have each of your employees fill out the list for themselves.
Compare your answers to theirs. Recognize the differences between your impression
of what you think is important to them and what they think is important to them. Then
meet with each of your employees to discuss what they think are the most important
motivational factors to them. Lastly, take some time alone to write down how you will
modify your approaches with each employee to ensure their motivational factors are
being met. (NOTE: This may seem like a "soft, touchy-feely exercise" to you. If it
does, then talk to a peer or your boss about it. Much of what's important in
management is based very much on "soft, touchy-feely exercises". Learn to become
more comfortable with them. The place to start is to recognize their importance.)
56

4. Work with each employee to ensure their motivational factors are taken into
consideration in your reward systems.
For example, their jobs might be redesigned to be more fulfilling. You might find
more means to provide recognition, if that is important to them. You might develop a
personnel policy that rewards employees with more family time, etc.
5. Have one-on-one meetings with each employee
Employees are motivated more by your care and concern for them than by your
attention to them. Get to know your employees, their families, their favorite foods,
names of their children, etc. This can sound manipulative -- and it will be if not done
sincerely. However, even if you sincerely want to get to know each of your
employees, it may not happen unless you intentionally set aside time to be with each
of them.
6. Cultivate strong skills in delegation delegation includes conveying responsibility
and authority to your employees so they can carry out certain tasks. However, you
leave it up to your employees to decide how they will carry out the tasks. Skills in
delegation can free up a great deal of time for managers and supervisors. It also
allows employees to take a stronger role in their jobs, which usually means more
fulfillment and motivation in their jobs, as well.
7. Reward it when you see it a critical lesson for new managers and supervisors is to
learn to focus on employee behaviors, not on employee personalities. Performance in
the workplace should be based on behaviors toward goals, not on popularity of
employees. You can get in a great deal of trouble (legally, morally and
interpersonally) for focusing only on how you feel about your employees rather than
on what you're seeing with your eyeballs.
8. Reward it soon after you see it this helps to reinforce the notion that you highly
prefer the behaviors that you're currently seeing from your employees. Often, the
shorter the time between an employee's action and your reward for the action, the
clearer it is to the employee that you highly prefer that action.
57

9. Implement at least the basic principles of performance management
Good performance management includes identifying goals, measures to indicate if the
goals are being met or not, ongoing attention and feedback about measures toward the
goals, and corrective actions to redirect activities back toward achieving the goals
when necessary. Performance management can focus on organizations, groups,
processes in the organization and employees.
10. Establish goals that are SMARTER : SMARTER goals are: specific, measurable,
acceptable, realistic, timely, extending of capabilities, and rewarding to those
involved.
11. Clearly convey how employee results contribute to organizational results
Employees often feel strong fulfillment from realizing that they're actually making a
difference. This realization often requires clear communication about organizational
goals, employee progress toward those goals and celebration when the goals are met.
12. Celebrate achievements This critical step is often forgotten. New managers and
supervisors are often focused on a getting "a lot done". This usually means identifying
and solving problems. Experienced managers come to understand that acknowledging
and celebrating a solution to a problem can be every bit as important as the solution
itself. Without ongoing acknowledgement of success, employees become frustrated,
skeptical and even cynical about efforts in the organization.
13. Let employees hear from their customers (internal or external)
Let employees hear customers proclaim the benefits of the efforts of the employee .
For example, if the employee is working to keep internal computer systems running
for other employees (internal customers) in the organization, then have other
employees express their gratitude to the employee. If an employee is providing a
product or service to external customers, then bring in a customer to express their
appreciation to the employee.
14. Admit to yourself (and to an appropriate someone else) if you don't like an
employee managers and supervisors are people. It's not unusual to just not like
someone who works for you. That someone could, for example, look like an uncle
you don't like. In this case, admit to yourself that you don't like the employee. Then
58

talk to someone else who is appropriate to hear about your distaste for the employee,
for example, a peer, your boss, your spouse, etc. Indicate to the appropriate person
that you want to explore what it is that you don't like about the employee and would
like to come to a clearer perception of how you can accomplish a positive working
relationship with the employee. It often helps a great deal just to talk out loud about
how you feel and get someone else's opinion about the situation. As noted above, if
you continue to focus on what you see about employee performance, you'll go a long
way toward ensuring that your treatment of employees remains fair and equitable.
Ten Tips on Improving Employee Motivation
No matter the size of your company, having a team of motivated, hard-working
employees is crucial to your business success. When people lose their motivation,
however, their job performance suffers -- they become less productive, less creative,
less of an asset to the company.
The bottom line: You pay a heavy price when employees have motivation issues.
How then to light a fire under an employee who has lost his or her motivation,
whether a former hard worker whose performance has declined over the years, or a
long-term problem employee who has failed to improve?
Here are 10 useful pointers on getting your employees enthused, productive, and
ready to give their all:
1. Build a foundation. It’s important to build a solid foundation for your
employees so they feel invested in the company. Tell them about the history
of the business and your vision for the future. Ask them about their
expectations and career goals, as well as how you can help them feel part of
the team. When any new employee starts, make sure he or she receives a
thorough welcome orientation.
2. Create a positive environment. Promote an office atmosphere that makes all
employees feel worthwhile and important. Don’t play favorites with your
59

staff. Keep office doors open and let folks know they can always approach
you with questions or concerns. A happy office is a productive office.
3. Put people on the right path. Most employees are looking for advancement
opportunities within their own company. Work with each of them to develop
a career growth plan that takes into consideration both their current skills and
future goals. If employees become excited about what’s down the road, they
will become more engaged in their present work.
4. Educate the masses. Help employees improve their professional skills by
providing on-the-job training or in-house career development. Allow them to
attend workshops and seminars related to the industry. Encourage them to
attend adult education classes paid for by the company. Employees will feel
you are investing in them, and this will translate into an improved job
performance.
5. Don’t forget the fun. Once in a while you have put work aside and do
something nice for the people who work for you. Treat the office to a pizza
lunch or take everyone to the movies. Reward employees with an unexpected
day off or by closing the office early on a random Friday afternoon.
6. Acknowledge contributions. You can make a huge difference in employee
morale simply by taking the time to recognize each employee’s contributions
and accomplishments, large or small. Be generous with praise.
7. Provide incentives. Offer people incentives to perform well, either with
something small like a gift certificate or something more substantial such as a
performance-based bonus or salary increase. Give out “Employee of the
Month” awards. Such tokens of appreciation will go far in motivating
employees.
8. Honor your promises. Getting people to give their all requires following
through on promises. If you tell an employee that he or she will be
considered for a bonus if numbers improve or productivity increases, you’d
better put your money where your mouth is. Failure to follow through on
promises will result in a loss of trust -- not only that person’s trust, but the
trust of every employee that hears the story.
60

9. Provide career coaching. Help employees reach the next level professionally
by providing on-site coaching. Bring in professionals to provide one-on-one
counseling, which can help people learn how to overcome personal or
professional obstacles on their career paths.
10. Match tasks to talents. You can improve employee motivation by improving
employee confidence. Assign individuals with tasks you know they will
enjoy or will be particularly good at. An employee who is successful at one
thing will have the self-confidence to tackle other projects with renewed
energy and excitement.
Employee Motivation - The 5 Master Keys for Success
1. Employee Motivation By Building Satisfaction
In their book "The Service Profit Chain," James Heskett, W. Earl Sasser, and Leonard
Schlesinger make a compelling case that regardless your business, the only way to
generate sustained profits is to build a work environment that attracts, focuses, and
keeps talented employees. In other words, they have to be motivated to show up, get
committed and perform at a level of excellence.
Employee motivation as it relates to employees satisfaction is vitally important. And,
it goes way beyond just a "happier workforce." Why?
Because there is an undeniable link between satisfied, motivated employees, and
satisfied customers. In other words, focus on creating satisfied employees, focus on
employee motivation, and those motivated, satisfied employees will take care of your
customers.
2. Employee Motivation Through Genuine Appreciation
At times, managers unknowingly sabotage employee motivation by failing to
recognize the positive behaviors and achievements of their employees. As a result,
employees don't know whether or not they are doing a good job.
61

I recently had an employee of an organization tell me, "The only time we ever hear
anything from management is when we do something wrong!"
Fortunately, savvy managers can improve employee motivation by rewarding
employees with personal attention. This can include a pat on the back, a hand-written
note, or a quick comment in the hall.
When showing appreciation, be specific. Instead of just saying, "We really are
grateful for the good job you do around here," the approach might be, "I really
appreciate how you handled the Franklin Industries account last week when we had to
get their rush order out late Friday afternoon. Your effort really made a difference."
By being specific, the employer comes across as much more sincere, and the
employee realizes their actions are truly being watched. And, a highly level of
employee motivation is the natural result.
3. Employee Motivation Through Recognition
Many people will do for recognition what they will not do for money. And, this is the
manager's secret weapon for employee motivation. Some people are motivated by the
opportunity to get their name on the wall, receive a trophy at an annual banquet, or
see their name in the company newsletter. It gives them an "emotional payoff" for
their actions.
Look for ways to increase employee motivation by recognizing excellence in the
workplace. Ring a bell every time an individual or team hits the production target. Put
up posters with the photographs of team members who have had the most days
without accidents. Give out awards for attendance records. Just do something. It is so
inexpensive, yet highly effective in your efforts of employee motivation.
4. Employee Motivation Through Inspiration
62

Inspiration comes from leadership. This form of employee motivation includes the
company's mission, purpose and goals. People want to be part of an organization that
is going somewhere, that stands for something, and that provides a meaningful service
to the marketplace.
If you want to lead an inspired, mission-guided organization, follow these steps and
watch employee motivation improve dramatically.
1. Have a clear mission - in other words, know where you are going.
2. Be excited and passionate about your mission. After all, if you don't get
excited, they won't either.
3. Be able to communicate the mission, it's value to the marketplace. In other
words, why it's worthwhile.
4. Make sure everyone in the organization understands and can communicate the
mission.
5. Be sure employees understand how they fit into the process of fulfilling the
organization's mission.
6. Make the connection between the mission and the individual values and goals
of your employees.
7. Keep your mission in front of everyone in the organization.
5. Employee Motivation Through Compensation
Some employees are motivated by money. In fact, most are motivated by money; at
least for their basic needs. Employee motivation through compensation can come in
the form of raises, performance bonuses, commissions, profit sharing, or any number
of "extra benefits" like, automobiles, vacations, or other tangible items purchased and
used as rewards.
I noticed an interesting program in a hotel where I recently stayed. They have a
63

sophisticated system for rewarding employees based on customer feedback.
Throughout the hotel, they have placed customer feedback forms and boxes for
depositing the forms. When customers comment on the performance of a hotel
employee, the employee accumulates points that can be used to purchase rewards like
trips, gifts, and other incentives.
64

DATA ANALYSIS & INTERPRETATION
1.Do you think EMPLOYEE MOTIVATION helps employees to show
their?
Sl.no Options Respondents Percentage
1. Present
performance
9 18
2. Fullest potential 22 44
3. Multi skills 12 24
4. All 7 14
Total 50 100
INTERPRETATION:
From the above analysis it reveals that the rating for the necessaries for
motivation in FRESH CHOICE is 18% Present performance,44%Fullest potential,
24% Multi skills and 14%All.
So it is concluded that major(44%) feel that the employees can show their
Fullest potential by motivation.
65

2.which method organization is following to motivate the employees?
1. Positive method 28 56
2. Negative
method
9 18
3. Both 13 26
Total 50 100
INTERPRETATION:
From the above analysis it reveals that the rating for motivation in FRESH
CHOICE is 56% Positive method ,18% Negative method and 26% Both.
So it is concluded that major(56%) feel that Positive method motivates them a
lot.
3. If you are not promoted to another post even if you have been working since
2years then what will you do?
Sl.n
o
Options Respondents Percentage
1. Want to leave the organization 11 22
2. Want to stay in the organization 6 12
66

patiently
3. Ask your head about promotion 25 50
4. Ask yor head about increment 8 16
Total 50 100
Interpretation:
From the above analysis it reveals that the rating for the reaction of the employees if
they are not promoted,in FRESH CHOICE is 22%want to leave the organization,
12%want to stay in the organization patiently, 50%ask their head about promotion
and 16%ask their head about increment.
So,it is concluded that major(50%)ask their about promotion if they are not
promoted.
4. To reduce boredom in work , what should the organization do?
1. Job rotation 10 20
2. Job enrichment 24 48
3. Job enlargement 7 14
4. All 9 18
Total 50 100
67

INTERPRETATION:
From the above analysis ,it reveals that the rating for reducing boredom in
their work the employees in FRESH CHOICE feel that 20%Job rotation,48% Job
enrichment,14% Job enlargement and 18% All.
So ,it is concluded that major(48%)say that they prefer Job enrichment to
reduce boredom in work.
5. Which factor de-motivates employee’s performance?
1. Organizational
goals
6 12
2. Superior’s attitude 27 54
3. Intra&inter
personal relation
12 24
4. all 5 10
Total 50 100
68

INTERPRETATION:
From the above analysis it reveals that the rating for the factors that demotivate the
employees is 12%Organisational goals,54%Superior’s attitude,24%Intra&inter
personal relation and 10%All.
So ,it is concluded that major(54%) feel that Superior’s attitude de-motivate
the employees.
6. According to you which can motivate more to work well?
1. Cash 5 10
2. Recognition 10 20
3. Promotion 5 10
4. All 30 60
Total 50 100
69

INTERPRETATION:
From the above analysis it reveals that the rating for motivating factor that motivates
the employees in FRESH CHOICE is 10% Cash,20% Recognition, 10%promotion
and 60%All.
So, it is concluded that major(60%) feel that they require all to motivate the
employees.
7. Which is the best motivating factor in Positive method?
1. Monetary 32 64
2. Non monetary 7 14
3. Both 11 22
Total 50 100
70

HR PROJECT OF MBA STUDENTS

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Viewers also liked

Viewers also liked (20)

Similar to HR PROJECT OF MBA STUDENTS

Similar to HR PROJECT OF MBA STUDENTS (20)

Recently uploaded

Recently uploaded (20)

HR PROJECT OF MBA STUDENTS