A STUDY ON EFFECT OF COVID-19 ON FINE DINING
RESTAURANTS IN COIMBATORE
MAJOR PROJECT 2020-20201
Work done by
Tarun Richard Ajeet Kumar
(19BRM054)
Under the Co-ordination of
Dr. R. SWARNALATHA MBM, M.Sc.(App. Psy.), PhD
A report submitted in partial fulfilment of the requirements for the award of the
degree of
Bachelor of Business Administration (Retail Management)
PSG COLLEGE OF ARTS & SCIENCE
An Autonomous college Affiliated to Bharathiyar University
Accredited with A Grade by NAAC (3rd CYCLE)
College with potential for Excellence (status awarded by UGC)
Star College Status Awarded by MST-DBT
An ISO 9001:2018 Certified Institution
Civil Aerodrome post, Coimbatore – 641014.
CERTIFICATE
This is to certify that project report entitled “A Study on Effect of COVID-19
on Fine Dining Restaurants in Coimbatore” is a Bonafide record of original
research work done by Tarun Richard Ajeet Kumar, (19BRM054).
Submitted in partial fulfilment of the requirements for the award of the Degree
of Bachelor of Business Administration.
________________
________________
Faculty coordinator
Head of the department
Viva voce held on :
Examiners 1. __________________
2. __________________
PSG COLLEGE OF ARTS & SCIENCE
DEPARTMENT OF MANAGEMENT SCIENCES
BACHELOR’S OF BUSINESS ADMINISTRATION
RETAIL MANAGEMENT
DECLARATION
I, Tarun Richard Ajeet Kumar(19BRM054) hereby declare that this Major
Project entitled “A STUDY ON EFFECT OF COVID-19 ON FINE DINING
RESTAURANTS IN COIMBATORE” is an original work done by me, under
the guidance of Dr. R. SWARNALATHA MBM, M.Sc.(App. Psy.), PhD
during my period of study 2020-2021.
DATE:
PLACE:
SIGNATURE OF THE CANDIDATE
ACKNOWLEDGEMENT
It is with great pleasure, deep satisfaction and gratitude that I acknowledge the
contributors of the array of the individual towards the successful completion of
the major project.
I wish to extend my heart-felt sincere thanks to Dr D. BRINDHA, M.Sc.,
MPhil, PhD, Principal, PSG College of Arts & Science and the members of
the management for giving me the opportunity to do this project.
It is a great honour to thank Head of the department and my Co-ordinator
Dr. R. SWARNALATHA MBM, M.Sc.(App. Psy.), PhD., , PSG College of
Arts & Science for her encouragement during the major project.
I would like to place on record the sincere and earnest guidance extended to me,
by my faculty coordinator, for her guidance and encouragement provided,
which was the great support for the completion of my project.
Tarun Richard Ajeet Kumar
TABLE OF CONTENTS
CHAPTER NO
PARTICULARS
PAGE NO
LIST OF TABLES
LIST OF CHARTS
1
INTRODUCTION
2
1.1 Need for the study
5
1.2 Scope of the study
5
1.3 Objectives of the study
5
1.4 Limitations of the study
5
2
REVIEW OF LITERATURE
7
3
RESEARCH METHODOLOGY
10
4
ANALYSIS AND
INTERPRETATION
12
5
FINDINGS
58
6
SUGGESTIONS
60
7
CONCLUSION
61
BIBLIOGRAPHY
62
ANNEXURE
63
LIST OF TABLES
Table No
Table Title
Page No
4.1
Table showing Age Group Of The Respondents 12
4.2
Table showing Gender Group Of The
14
Respondents
4.3
Table showing Marital Status Of The
16
Respondents
4.4
Table showing Educational Qualification the
18
respondents
4.5
Table showing Respondents Experience in the
20
Food Industry
4.6
Table showing Location of the restaurant
24
4.7
Table showing Designation of Respondents
26
4.8
Table showing Restaurant Type
4.9
Table showing Time Period Restaurant been
28
in operation (before the pandemic)
4.10
Table showing How have restaurants been
30
affected by Covid-19
4.11
Table showing How have restaurants adapted
32
during Covid?
4.12
Table showing Percentage of customers
34
visiting the restaurant per month (since the
pandemic)?
4.13
Table showing How did the restaurant get
orders for private events (activities) during the
pandemic?
36
4.14
Table showing How optimistic are restaurants
38
about the future
4.15
Table showing What strategy did you deploy
40
to maintain daily activities during the
pandemic?
4.16
Table showing New Strategy Adopted
42
4.17
Table showing Alternative methods for raw
44
materials
4.18
Table showing Percentage of customers who
46
adhere to the restaurant COVID protocols
4.19
Table showing Satisfaction level of employees 48
and peer groups in job rotation
4.20
Table showing Safety during work and travel 50
4.21
Table showing comparison of sales to last year 52
4.22
Table showing comparison of sales in private
54
events from last year
4.23
Table showing most challenging thing in your
business
56
LIST OF CHARTS
Chart No
Chart Title
Page No
4.1
Chart showing Age Group Of The Respondents 13
4.2
Chart showing Gender Group Of The
15
Respondents
4.3
Chart showing Marital Status Of The
17
Respondents
4.4
Chart showing Educational Qualification the
19
respondents
4.5
Chart showing Respondents Experience in the
21
Food Industry
4.6
Chart showing Location of the restaurant
23
4.7
Chart showing Designation of Respondents
25
4.8
Chart showing Restaurant Type
27
4.9
Chart showing Time Period Restaurant been
29
in operation (before the pandemic)
4.10
Chart showing How have restaurants been
31
affected by Covid-19
4.11
Chart showing How have restaurants adapted
33
during Covid?
4.12
Chart showing Percentage of customers
35
visiting the restaurant per month (since the
pandemic)?
4.13
Chart showing How did the restaurant get
orders for private events (activities) during the
pandemic?
37
4.14
Chart showing How optimistic are restaurants
39
about the future
4.15
Chart showing What strategy did you deploy
41
to maintain daily activities during the
pandemic?
4.16
Chart showing New Strategy Adopted
43
4.17
Chart showing Alternative methods for raw
45
materials
4.18
Chart showing Percentage of customers who
47
adhere to the restaurant COVID protocols
4.19
Chart showing Satisfaction level of employees 49
and peer groups in job rotation
4.20
Chart showing Safety during work and travel
4.21
Chart showing comparison of sales to last year 53
4.22
Chart showing comparison of sales in private
events from last year
Chart showing most challenging thing in your
4.23
business
51
55
57
CHAPTER SCHEME
The contents of the chapter are as follows
CHAPTER 1: Introduction
This chapter deals with the introduction, need of the study, scope of the study,
objectives of the study and limitations of the study.
CHAPTER 2: Review of Literature
This chapter deals with the review of literature which is collected from various
websites.
CHAPTER 3: Research Methodology
This chapter deals with the research method used to carry forward the research.
CHAPTER :4 Analysis and Interpretation
This chapter deals with the analysis and interpretation of the data collected for
the study.
CHAPTER 5: Findings and Suggestions
This chapter deals with findings.
CHAPTER 6: Suggestions
This chapter deals with suggestion.
CHAPTER 7: Conclusion
This chapter deals with the Conclusion.
1
CHAPTER I
INTRODUCTION
The outbreak of coronavirus disease 2019 (COVID-19) has shaken the world in
an unprecedented way. COVID-19 has dramatically impacted the restaurant
industry nationwide. COVID-19 generated a major crisis for hospitality
businesses such as hotels, restaurants, and bars. For example, restaurants were
forced to close because of the lockdown policy in early 2020. In addition,
consumers showed tendency to avoid other people in public. Even after
reopening, jurisdictions suggested or ordered such businesses to focus on delivery
service or to reduce seating capacities because of the social distancing policy. The
forecast for the future of restaurants are catastrophic. Experts estimate that over
half of restaurants will not survive.
Definition
Fine dining restaurants are full-service restaurants with specific dedicated meal
courses. Decor of such restaurants features higher-quality materials, with
establishments having certain rules of dining which visitors are generally
expected to follow, sometimes including a dress code.
Fine dining establishments are sometimes called white-tablecloth restaurants,
because they traditionally featured table service by servers, at tables covered by
white tablecloths. The tablecloths came to symbolize the experience. The use of
white tablecloths eventually became less fashionable, but the service and upscale
ambiance remained.
It’s a bit more expensive but it is a chance for you to experience a memorable
meal which you can’t find a other restaurant fine dining restaurants are typically
higher end and fancy restaurants cater to an upscale clientele and provides the
highest quality of food.
2
Food business has become a popular trend for entrepreneurs these days. However,
it seems that many entrepreneurs do not know how important is the first
impression and the services
offered to their guests. Consequently, many
restaurants have a generally poor service, and therefore, many are closed as soon
as they are opened. This study concerns more on how the first impression work
in a fine-dining restaurant; hence, restaurateurs will able to know how to build on
a customer’s good first impression.
History
The precursor to fine dining started around the 1780s when healthconscious bouillon shops evolved into grand "Parisian restaurants like Trois
Frères and La Grande Tavene de Londres".In France, Ceaser Ritz, a Swiss
developer, partnered with prominent French chef Auguste Escoffier at the Grand
Hotel of Monte Carlo. This became the first restaurant to offer "luxury
accommodations and gourmet dining all under one roof". In France, fine dining
became yet another way of aping the aristocracy.
Other luxury hotels soon developed across Europe.
The first fine dining restaurants in the United States operated in New York City,
such as Delmonico’s in the 19th century. The restaurant contained a 1,000-bottle
wine cellar and remains in the same location.
Hospitality
Hospitality is the relationship between a guest and a host, wherein the host
receives the guest with some amount of goodwill, including the reception and
entertainment of guests, visitors, or strangers. Louis,chevalier de Jaucourt
describes hospitality in the Encyclopédie as the virtue of a great soul that cares
for the whole universe through the ties of humanity. Hospitality is also the way
people treat others, that is, the service of welcoming receiving guests for example
3
in hotels. Hospitality plays a fundamental role to augment or decrease the volume
of sales of an organization.
Hospitality industry in India
The Indian tourism and hospitality industry have emerged as one of the key
drivers of growth among the services sector in India. Tourism in India has
significant potential considering the rich cultural and historical heritage, variety
in ecology, terrains and places of natural beauty spread across the country.
Tourism is also a potentially large employment generator besides being a
significant source of foreign exchange for the country.
In FY20, tourism sector in India accounted for 39 million jobs, which was 8.0%
of the total employment in the country. By 2029, it is expected to account for
about 53 million jobs.
According to WTTC, India ranked 10th among 185 countries in terms of travel
& tourism’s total contribution to GDP in 2019. During 2019, contribution of
travel & tourism to GDP was 6.8% of the total economy, ~ Rs. 13,68,100 crore
(US$ 194.30 billion).
4
1.1 Need of the study:
COVID-19 has had a heavy impact on the food industry. Some are booming,
whilst others are shutting down, while even others are making drastic adjustments
to how they reach out to customers to stay in business. Therefore, the primary
goal of this research was to determine the effect of COVID-19 on fine dining
restaurants in Coimbatore in terms of manpower, raw materials, customers, and
restaurant business performance.
1.2 Scope of the study:
The main purpose of the study is to analyse the restauranteur's opinion on the
effects of COVID-19 on fine-dining. The scope is to analyse the challenges faced
by the restauranteurs and the findings and suggestions will help reduce or
overcome these problems by suggesting new methods or making small changes
in existing methods. This study will help restauranteurs stay in the competition.
1.3 Objectives of the study:
Primary:
• To study the challenges faced by fine dining restaurants during COVID19.
Secondary:
• To identify the challenges faced by different fine dining restaurants during
covid pandemic situation.
• To analyse the new methods and strategies adopted by the restaurants to
face covid pandemic situation.
• To examine the difficulties faced by fine dining restaurants regarding their
employees.
5
• To analyse how the covid pandemic situation has affected their business
performance.
1.4 Limitations of the study:
Taken sample size is a very limited sample to generalize the results of the study.
Results may differ from using any other sample. Apart from this it is a confined
study to one city so change in population selection results may vary.
6
CHAPTER II
REVIEW OF LITERATURE
• Dr. Arlindo Madeira, Teresa Palrão, Prof. Dr. Alexandra Sofia
Mendes (2020), The Impact of Pandemic Crisis on the Restaurant
Business-The objective of this research is to identify restaurant
entrepreneurs’ perceptions about the future, government measures,
strategies they will apply, and lessons learned for the future after the
mandatory lockdown of restaurants and hospitality establishments related
to pandemics. The framework was developed through content analysis
with line-by-line coding applied to questionnaires collected online from
Portuguese restaurant entrepreneurs. The results reveal the existence of
common concerns to all entrepreneurs in the restaurant business for the
post-pandemic period, about the measures that the governments should
implement, and about the strategies and lessons learned for the future.
Resilience in face of the future, fear of a lack of appropriate government
measures, strategies designed for markets with greater immediate
availability, and the creation of working capital are visible concerns in the
restaurant business.
• NEETA LAL (2020), Crushed by COVID-19, India's restaurants consider
radical changes-The NRAI said it expects its members to lose up to $10.5
billion in 2020, with more than 2 million people facing the loss of their
jobs and one in four restaurants unlikely to reopen. Takings at formal
restaurants have plummeted 90% since the lockdown began on March 25,
according to CRISIL Research, a leading independent research
organization, in part because India's lockdown was one of the strictest in
the world.
7
• J. Kim, J. Kim, S.K. Lee, L.R. (2020), Tang Effects of epidemic disease
outbreaks on financial performance of restaurants: event study method
approach- Examines the influence of macroscopic and infectious epidemic
disease outbreaks on financial performance of the restaurant industry.
• A. Lucas (2020), No Swiping Fries, Ditch the Reusable Cup. Restaurants’
Coronavirus Measures Go Beyond Extra Elbow Grease- In a time when
labour costs have been pressuring profit margins, restaurants are adding
more staff or extending hours to ensure that employees can keep up with
increased cleaning efforts. Starbucks, which is sanitizing some areas in the
stores as often as every eight minutes, said Thursday it has been scheduling
more labour for cleaning.
• C. Pershan (2020), Fine Dining Restaurants Are Pivoting to Takeout and
Delivery-
Destination-dining
establishments,
even
more
than
neighbourhood-focused restaurants, are particularly vulnerable to losses as
customers stay home to avoid spreading COVID-19.
• Jain S., (2020), Corona Virus and Food Safety in India- Is the Panic in
Customers and Hospitality Industry Warrantable? - Coronaviruses are a
virus that are often responsible for causing colds and seasonal flu. In the
past have seen Severe Acute Respiratory syndrome (SARS) and Middle
Eastern Respiratory Syndrome (MERS), affecting humans. COVID-19 or
SARS-COV2 also belongs to these strains of viruses, having first detected
in Wuhan China. First discovered in Wuhan seafood market, the virus is
said to have been transmitted from Bats to human being.
8
• E R Barros (2020), Foodborne Pathogens and Disease - Foodborne illness
constitutes a significant public health problem for Canada. Recent burden
of foodborne illness estimates indicate about 4 million cases occur in
Canada every year with associated cost estimates for gastrointestinal illness
varying considerably, depending on costing methodology, from ∼$3.7
billion to $14 billion dollars annually.
• Viator c, Blitzstein j, Brophy je, Fraser a, (2020), Preventing and
Controlling Foodborne Disease in Commercial and Institutional Food
Service Settings: A Systematic Review of Published Intervention Studiesreviews the current literature on behavioural and environmental food safety
interventions conducted in commercial and institutional food service
settings. The aim is to aid researchers in this area to design higher quality
studies and to produce clearer and more useful reports of their research. In
turn, this can help to create a more complete evidence base that can be used
to continually improve interventions in this domain.
• WHO Team (2020), COVID-19 and Food Safety: Guidance for Food
Businesses - The world is facing an unprecedented threat from the COVID19 pandemic caused by the SARS-CoV-2 virus (referred to as the COVID19 virus). Many countries are following the advice from the World Health
Organization (WHO) regarding the introduction of physical distancing
measures as one of the ways in which transmission of the disease can be
reduced. The application of these measures has resulted in the closure of
many businesses, schools, and institutes of education, and restrictions on
travel and social gatherings
9
CHAPTER III
RESEARCH METHODOLOGY
A research methodology involves specific techniques that are adopted in research
process to collect, assemble and evaluate data. Research methodology is a way to
systematically solve the research problem. It consists of different steps that are
generally adopted by a researcher to study the research problem along with logic
behind them.
1. Research design:
Research design details the procedures necessary for obtaining the information
needed to structure or solve the research problems. The research design used to
conduct this study is Exploratory Research. It is defined as a research used to
investigate a problem which is not clearly defined. It is conducted to have a better
understanding of the existing problem, but will not provide conclusive results.
2. Population:
Population is a complete set of elements (persons or objects) that possess some
common characteristic defined by the sampling criteria established by the
researcher. The population defined here is open to all age group.
10
3. Sampling technique:
Census method is the method of statistical enumeration where all members of the
population are studied. A population refers to the set of all observations under
concern. In this case to find out How Covid-19 has affected fine dining restaurants
in Coimbatore, all fine dining restaurants in the city would form a part of the
“population” for this study.
4. Method of data collection:
•
Primary data by survey method using structured questionnaire.
•
Secondary data collected through journals and websites.
5. Tools used for data collection:
•
MS Excel.
•
Questionnaire.
6. Tools used for data analysis:
The collected data was analysed using simple percentage method.
Simple percentage analysis:
It refers to a special kind of rates, percentage are used in making comparison
between two or more series of data. A percentage is used to determine relationship
between the series.
No. of Responses
Percentage of Responses =
_______________
Total Responses
11
x 100
CHAPTER IV
ANALYSIS AND INTERPRETATION
Table No: 4.1
Table showing Age Group Of The Respondents
S.No
Age
No of Respondents
Percentage%
1
20 - 30 years
5
22.7%
2
30 - 40 years
9
45.5%
3
40 - 50 years
6
27.3%
4
50 years and above
1
4.5%
Total
22
100%
INTERPRETATION
From the above table, it is revealed that 45.5% of the respondents are in the age
group of 30 - 40 years, 27.3% of the respondents are in the age group of 40-50
years, 22.7% of the respondents are in the age group of 20-30 years, 4.5% of the
respondents are the age group of 50 years and above.
INFERENCE
It is observed that majority of the respondents (45.5%) are in the age group of 30
- 40 years.
12
Chart No: 4.1
13
Table No: 4.2
Table showing Gender Group Of The Respondents
S.No
Gender Group
No of Respondents
Percentage %
1.
Male
16
72.7%
2.
Female
6
27.3%
Total
22
100%
INTERPRETATION
From the above table, it is revealed that, 72.7% of the respondents are in the
gender group of male, 27.3% of the respondents are in the gender group of female.
INFERENCE
It is observed that majority of the respondents (72.7%) are in the gender group of
Male.
14
Chart No:4.2
15
Table No: 4.3
Table showing Marital Status Of The Respondents
S.No
Marital Status
No of Respondents
Percentage %
1.
Married
14
63.3%
2.
Un-Married
8
36.4%
Total
22
100%
INTERPRETATION
From the above table, it is revealed that,63.3% of the respondents are married,
36.4% of the respondents are unmarried.
.
INFERENCE
It is observation that the majority of the respondents (63.3%) are married.
16
Chart No: 4.3
17
Table No: 4.4
Table showing Educational Qualification the respondents
S.No
Educational
No of Respondents
Percentage%
Qualification
1.
Middle School
0
0%
2.
High School
0
0%
3.
UG Graduate
3
13.6%
4.
PG Graduate
19
86.4%
Total
22
100%
INTERPRETATION
From the above table, it is revealed that 86.4% of the respondents are PG
graduates, 13.6% of the respondents are UG graduates, 0% of the respondents are
middle school graduates, 0% of the respondents are high school graduates.
INFERENCE
It is observed that majority of the respondents (86.4%) are PG graduates.
18
Chart No: 4.4
19
Table No :4.5
Table showing Respondents Experience in the Food Industry
S.No
Experience in the
No of Respondents
Percentage%
Food Industry
1.
Less than 1 year
0
0%
2.
1 to 5 years
7
31.8%
3.
5 to 10 years
9
40.9%
4.
10 years and above
6
27.3%
Total
22
100%
INTERPRETATION
From the above table, it is revealed that 40.9% of the respondents have an
experience of 5 to 10 years, 31.8% of the respondents have an experience of 1 to
5 years, 27.3% of the respondents have an experience of 10 years and above, 0%
of the respondents have an experience of less than one year.
INFERENCE
It is observed that majority of the respondents (40.9%) have an experience of 5
to 10 years.
20
Chat No: 4.5
21
Table No :4.6
Table showing Location of the restaurant
S.No
Location
No of Respondents
Percentage %
1.
North Coimbatore
8
36.4%
2.
South Coimbatore
14
63.3%
Total
22
100%
INTERPRETATION
From the above table, It is revealed that 36.4% of the restaurants are located in
North Coimbatore, 63.3% of the restaurants are located in South Coimbatore.
INFERENCE
It is observed that majority of the restaurants(63.3)% are located in South
Coimbatore.
22
Chart No: 4.6
23
Table No: 4.7
Table showing Designation of Respondents
S.No
Designation of
Respondents
No of Respondents
Percentage%
1.
Manager
11
50%
2.
Assistant Manager
6
27.3%
3.
Director Of
Operations
Joint Manager
5
22.7%
0
0%
Total
22
100%
4.
INTERPRETATION
From the above table, it is revealed that 50% of the respondents or managers,
27.3% of the respondents are assistant managers, 22.7% of the respondents are
Director of operations, 0% of the respondents are joint managers.
INFERENCE
It is observed that majority of the respondents (50%) are managers.
24
Chart No: 4.7
25
Table No: 4.8
Table showing Restaurant Type
S.No
Restaurant Type
No of Respondents
Percentage%
1.
Sole Proprietor
6
27.3%
2.
Joint Venture
4
18.2%
3.
Franchise of Single
brand
Franchise of
Multiple brand
Total
5
22.7%
7
31.8%
22
100%
4.
INTERPRETATION:
From the above table it is revealed that 31.8% of the restaurants or franchise of
multiple brand, 27.3% of the restaurants are sold proprietors, 22.7% of the
restaurants are franchisee of a single brand, 18.2% of the restaurants are joint
ventures.
INFERENCE:
It is observed that majority of the restaurants (31.8%) are franchisee of Multiple
brand.
26
Chart No: 4.8
27
Table No: 4.9
Table showing Time Period Restaurant been in operation (before the
pandemic)
S.No
Time Period
No of Respondents
Percentage%
1.
Less than 1 year
1
4.5%
2.
1 to 4 years
4
18.2%
3.
5 to 8 years
11
50%
4.
9 years and above
6
27.3%
Total
22
100%
INTERPRETATION
From the above table, it is revealed that 50% of the restaurants have been in
operation for 5 to 8 years, 27.3% of the restaurants have been in operation for
nine years and above, 18.2% of the restaurants have been in operation for 1 to 4
years, 4.5% of the restaurants have been in operation for less than one year.
INFERENCE
It is observed that majority of the restaurants(50%) have been in operation for 5
to 8 years.
28
Chart No: 4.9
29
Table No: 4.10
Table showing How have restaurants been affected by Covid-19
S.No
Time Period
No of Respondents
Percentage%
1.
Keeping the staff
safe
5
22.7%
2.
Unable to pay staff
5
22.7%
3.
Unable to pay bills
3
13.6%
4.
Transitioning to a
new business model
with online ordering
9
40.9%
Total
22
100%
INTERPRETATION
From the above table, it is revealed that 40.9% of the restaurants transitioned into
a new business model with online ordering, 22.7% of the restaurants were unable
to pay the staff, 22.7% of the restaurants were keeping the staff safe, 13.6% of
the restaurants were unable to pay bills.
INFERENCE
It is observed that, many of the restaurants(40.9%) transitioned into a new
business model with online ordering.
30
Chart No: 4.10
31
Table No: 4.11
Table showing How have restaurants adapted during Covid?
S.No
Time Period
No of Respondents
Percentage%
1.
Online
ordering(selfpickup)
3
4.5%
2.
Third party delivery
1
18.2%
3.
Own food delivery
service
14
50%
4.
All of the above
6
27.3%
Total
22
100%
INTERPRETATION
From the above table it is revealed that 50% of the restaurants adapted Own food
delivery service, 27.3% of the restaurants adapted all the above, 18.2% of the
restaurants adapted third-party delivery, 4.5% of the restaurants adapted online
ordering (self-pick up) .
INFERENCE
It is observed that majority of the restaurants (50%) adapted Own Food delivery
service.
32
Chart No: 4.11
33
Table No: 4.12
Table showing Percentage of customers visiting the restaurant per month
(since the pandemic)?
S.No
Percentage of
customers
No of Respondents
Percentage%
1.
20%
2
9.1%
2.
40%
10
45.5%
3.
50%
9
40.9%
4.
60% and above
1
4.5%
Total
22
100%
INTERPRETATION
From the above table, it is revealed that 45.5% of the restaurants had 40%
customers, 40.9% of the restaurants had 50% customers, 9.1% of the restaurants
had 20% customers, 4.5% of the restaurants had 60% and above customers.
INFERENCE
It is observed that majority of the restaurants (45.5%) had 40% customers.
34
Chart No: 4.12
35
Table No: 4.13
Table showing How did the restaurant get orders for private events
(activities) during the pandemic?
S.No
Orders for private
events
No of Respondents
Percentage%
1.
Always
3
13.6%
2.
Sometimes
15
68.2%
3.
Never
4
18.2%
Total
22
100%
INTERPRETATION
From the above table, it is revealed that 68.2% of the restaurants got private
events sometimes, 18.2% of the restaurants never got private events 13.6% of
restaurants always got private events.
INFERENCE
It is observed that majority of the restaurants (68.2%) got private events
sometimes.
36
Chart No: 4.13
37
Table No: 4.14
Table showing How optimistic are restaurants about the future
S.No
Orders for private
events
No of Respondents
Percentage%
1.
Slightly optimistic
6
27.3%
2.
Very optimistic
11
50%
3.
Neutral
5
22.7%
Total
22
100%
INTERPRETATION
From the above table it is revealed that 50% of the respondents are very
optimistic, 27.3% of the respondents are slightly optimistic, 22.7% of the
respondents are neutral.
INFERENCE
It is observed that majority of the respondents (50%) are very optimistic about
the future.
38
Chart No: 4.14
39
Table No: 4.15
Table showing What strategy did you deploy to maintain daily activities
during the pandemic?
S.No
Strategy Deployed
for daily activities
No of Respondents
Percentage%
1.
Cloud kitchen
6
27.3%
2.
Take out
3
13.6%
3.
Limited seating
11
50%
4.
Closed
2
9.1%
Total
22
100%
INTERPRETATION
From the above table it is revealed that 50% of the restaurants maintained limited
seating, 27.3% of restaurants maintained cloud kitchen, 13.6% of restaurants
maintained takeout, 9.1% of restaurants remain closed.
INFERENCE
It is observed that majority of the restaurants (50%) maintained limited seating.
40
Chart No: 4.15
41
Table No: 4.16
Table showing New Strategy Adopted
S.No
New Strategy
Adopted
No of Respondents
Percentage%
1.
Cost cutting
9
40.9%
2.
Special rates
7
31.8%
3.
Investing in new
technologies
3
13.6%
4.
Not applicable
3
13.6%
Total
22
100%
INTERPRETATION
From the above table it is revealed that 40.9% of the restaurants adopted costcutting, 31.8% of the restaurants adopted special rates, 13.6% of the restaurants
invested in new technologies, 13.6% of the rest drugs responded not applicable.
INFERENCE
It is observed that majority of the restaurants (40.9%) adopted cost-cutting as a
new strategy.
42
Chart No: 4.16
43
Table No: 4.17
Table showing Alternative methods for raw materials
S.No
Alternative
methods for raw
materials
No of Respondents
Percentage%
1.
Direct purchase
from old vendor
6
27.3%
2.
Purchases through
middleman
1
4.5%
3.
Sourcing ingredients
locally
11
50%
4.
Direct purchase
from new vendors
4
18.2%
Total
22
100%
INTERPRETATION
From the above table it is revealed that 50% of the restaurants sourced ingredients
locally, 27.3% of restaurants purchased directly from cold winds, 18.2% of
restaurants purchased directly from vendors, 4.5% of restaurants purchased
through middleman.
INFERENCE
It is observed that majority of the restaurants (50%) sourced ingredients locally.
44
CHART NO: 4.17
45
Table No:4.18
Table showing Percentage of customers who adhere to the restaurant
COVID protocols
S.No
New Strategy
Adopted
No of Respondents
Percentage%
1.
100%
4
18.2%
2.
75%
11
50%
3.
50%
6
27.3%
4.
30%
1
4.5%
Total
22
100%
INTERPRETATION
From the above table it is revealed that, 50% of the customers adhere to 75% of
the covid protocol, 27.3% of the customers adhere to 50% of the covid protocols,
18.2% of the covid protocols, 4.5% of the customers adhere to 30%.
INFERENCE
It is observed that majority of the customers( 50%) adhere to 75% of covid
protocols.
46
Chart No: 4.18
47
Table No:4.19
Table showing Satisfaction level of employees and peer groups in job
rotation
S.No
Satisfaction level
No of Respondents
Percentage%
1.
Satisfied
8
36.4%
2.
Neutral
14
63.6%
3.
Dissatisfied
0
0%
Total
22
100%
INTERPRETATION
From the above table it is revealed that, 63.3% of the employees are neutral,
36.4% of the employees are satisfied,, 0% of the employees are dissatisfied.
INFERENCE
It is observed that majority of the employees (63.6%) are neutral in their
satisfaction towards job rotation.
48
Chart No: 4.19
49
Table No:4.20
Table showing Safety during work and travel
S.No
Safety response
No of Respondents
Percentage%
1.
Yes
18
81.2%
2.
No
4
18.2%
Total
22
100%
INTERPRETATION
From the above table it is revealed that, 81.2% of the respondents are concerned
about their safety, 18.2% of the respondents are not concerned about their safety.
INFERENCE
It is observed that majority of the respondents (81.2%) are concerned of their
safety.
50
Chart No: 4.20
51
Table No: 4.21
Table showing comparison of sales to last year
S.No
Comparison of
sales
No of Respondents
Percentage%
1.
Slight decrease in
sales
5
22.7%
2.
Moderate decrease
in sales
11
50%
3.
High decrease in
sales
6
27.3%
4.
No impact in sales
0
0%
Total
22
100%
INTERPRETATION
From the above table it is revealed that,50% of the restaurants have a moderate
decrease in sales, 27.3% of the restaurants have a high decrease in sales, 22.7%
of the restaurants have a slight decrease in sales, 0% of the restaurants have no
impact on sales.
INFERENCE
It is observed that majority of the restaurants (50%) have a moderate decrease in
sales.
52
Chart No: 4.21
53
Table No: 4.22
Table showing comparison of sales in private events from last year
S.No
Comparison of
sales
No of Respondents
Percentage%
1.
25%
6
27.3%
2.
50%
15
68.2%
3.
75%
1
4.5%
4.
Not applicable
0
0%
Total
22
100%
INTERPRETATION
From the above table it is revealed that, 68.2% of the restaurants had a loss of
50%, 27.3% of the restaurants had a loss of 25%, 4.5% of the restaurants had a
loss of 75%, 0% of the restaurants chose not applicable.
INFERENCE
It is observed that majority of the restaurants (68.2%) had a loss of 50% compared
to February/March 2019.
54
Chart No: 4.22
55
TABLE NO: 4.23
Table showing most challenging thing in your business
S.No
Comparison of
sales
No of Respondents
Percentage%
1.
Loss of revenue
7
31.8%
2.
Shifting staff roles
3
13.6%
3.
Cleanliness and
safety of guests and
employees
10
45.5%
4.
Creating menu with
limited ingredients
2
9.1%
Total
22
100%
INTERPRETATION
From the above table it is revealed that 45.5% of the restaurants had a challenge
of cleanliness and safety of guest and employees, 31.8% of the restaurants had a
challenge of loss in revenue, 13.6% of the restaurants had a challenge in shifting
staff roles, 9.1% of the restaurants had a challenge in creating menu with limited
ingredients.
INFERENCE
It is observed that majority of the restaurants (45.5%) had a challenge in safety
and radius of the guests and employees.
56
Chart No:4.23
57
CHAPTER VI
FINDINGS
 (45.5%) of the respondents are in the age group of 30 - 40 years.
 (72.7%) of the respondents are in the gender group of Male.
 (63.3%) of the respondents are married.
 (86.4%) of the respondents are PG graduates.
 (40.9%) of the respondents have an experience of 5 to 10 years.
 (63.3%) of the restaurants are located in South Coimbatore.
 (50%) of the respondents are managers.
 (31.8%) of the restaurants are franchisee of Multiple brand.
 (50%) of the restaurants have been in operation for 5 to 8 years.
 ( 40.9%) of the restaurants transitioned into a new business model with
online ordering.
 (50%) of the restaurants adapted Own Food delivery service.
 (45.5%) of the restaurants had 40% customers.
 (68.2%) of the restaurants got private events sometimes.
 (50%) of the respondents are very optimistic about the future.
 (50%) of the restaurants (50%) maintained limited seating.
 (40.9%) of the restaurants (40.9%) adopted cost-cutting as a new strategy.
 (50%) of the restaurants sourced ingredients locally.
 ( 50%) of the customers adhere to 75% of COVID protocols.
 (63.3%) of the employees are neutral in their satisfaction towards job
rotation.
 (81.2%) of the respondents are concerned of their safety.
 (50%) of the restaurants have a moderate decrease in sales.
 (68.2%) of the restaurants had a loss of 50% compared to February/March
2019.
58
 (45.5%) of the restaurants had a challenge in safety and radius of the guests
and employees.
59
SUGGESTIONS
 The restaurant should adhere to home delivery during covid times to prevent
loss of revenue.
 The restaurants could've ensured safety to the customers by providing only
50% occupancy.
 The restaurants can ensure all of their employees are fully vaccinated.
 All restaurants should avail the cloud kitchen model so maximize the during
the pandemic and doing so will increase sales in the future as well.
 Restaurants must try to acquire majority of the raw materials locally so it can
reduce their investment cost.
 Restaurants must always have a backup plan when they face unpredictable
losses.
60
CHAPTERVII
CONCLUSION
Fine-dining restaurants are always a mean to attract new customers by providing
a new environment.
From this finding it can be said that Fine-dining restaurants have a huge impact
in the hospitality industry. It is observed that Covid-19 has left a huge dent in
this industry. The restaurant’s management must also pay great level of
attention to other factors such as proper sanitisation, proper safety guidelines
along with equal importance to get the trust of customers. It is understood that
many restaurants faced heavy losses and could not sustain in the market.
However since things have settled down now restaurants can now use new and
innovative strategies to climb back to the top of the industry.
61
BIBLIOGRAPHY
• Dr. Arlindo Madeira, Teresa Palrão, Prof. Dr. Alexandra Sofia Mendes,
(2020), The Impact of Pandemic Crisis on the Restaurant Business.
ProQuest scholarly journals.
• NEETA LAL, (2020), Crushed by COVID-19, India's restaurants
consider radical changes. Nikkei Asia.
• J. Kim, J. Kim, S.K. Lee, L.R., (2020) ,Tang effects of epidemic disease
outbreaks on financial performance of restaurants. The clever quarterly.
• A. Lucas, (2020), No swiping fries, ditch the reusable cup. Restaurants
coronavirus measures go beyond extra elbow grease. Food network
magazine
• C. Pershan, (2020), Fine Dining Restaurants Are Pivoting to Takeout and
Delivery. Upper Crust
• Jain S., (2020), Corona Virus and Food Safety in India- Is the Panic in
Customers and Hospitality Industry Warrantable?. Indian Journals.
• E R Barros,(2020), Foodborne Pathogens and Disease. The research gate.
• Viator c, Blitzstein j, Brophy je, Fraser a, (2020), Preventing and
Controlling Foodborne Disease in Commercial and Institutional Food
Service Settings: A Systematic Review of Published Intervention Studies.
The PubMed.
• WHO Team (2020), COVID-19 and Food Safety: Guidance for Food
Businesses. WHO-Publications.
62
ANNEXURE
Name
Age
20 - 30 years
30 - 40 years
40 - 50 years
50 years and above
Gender
Male
Female
Marital Status
Married
Un-Married
Educational Qualification
Middle School
High School
UG Graduate
PG Graduate
63
Experience in Food Industry
Less than 1 year
1 to 5 years
5 to 10 years
10 years and above
Location
North Coimbatore
South Coimbatore
Designation
Manager
Assistant Manager
Director Of Operations
Joint Manager
Restaurant type
Sole Proprietor
Joint Venture
Franchise of Single brand
Franchise of Multiple brand
How long has your restaurant been in operation (before the pandemic)?
Less than 1 year
1 to 4 years
5 to 8 years
9 years and above
64
How have restaurants been affected by Covid-19?
Keeping the staff safe
Unable to pay staff
Unable to pay bills
Transitioning to a new business model with online ordering
How have restaurants adapted during Covid? *
Online ordering(self-pickup)
Third party delivery
Own food delivery service
All of the above
How did the restaurant get orders for private events (activities) during the
pandemic?
Always
Sometimes
Never
How optimistic are restaurants about the future?
Slightly optimistic
Very optimistic
Neutral
65
What strategy did you deploy to maintain daily activities during the
pandemic?
Cloud kitchen
Take out
Limited seating
Closed
Did you adopt any of the following strategies as a result of the Covid-19
crisis?
Cost cutting
Special rates
Investing in new technologies
Not applicable
What alternative methods are adopted for receiving raw materials
(ingredients)?
Direct purchase from old vendors
Purchases through middleman
Sourcing ingredients locally
Direct purchase from new vendors
What percentage of customers who adhere to the restaurant COVID
protocols?
100%
75%
50%
30%
66
Satisfaction level of employees and peer groups in job rotation?
Satisfied
Neutral
Dissatisfied
Do you worry about your safety during work and travel? *
Yes
No
What is the impact of Covid-19 on your business's regular sales compared to
previous year?
Slight decrease in sales
Moderate decrease in sales
High decrease in sales
No impact in sales
If your business income has fallen due to the decline in private events, what is
the percentage loss compared to February / March 2019?
25%
50%
75%
Not applicable
67
What is the most challenging thing in your business now?
Loss of revenue
Shifting staff roles
Cleanliness and safety of guests and employees
Creating menu with limited ingredients
What strategies have you used to deal with the sales slump?
68