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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.

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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

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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

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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.

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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.

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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

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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.

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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.

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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.

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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.

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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.

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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.

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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!"

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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.

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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

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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.

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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

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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

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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,

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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

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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

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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

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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.

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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

27

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

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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

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• 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

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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

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• 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

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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.

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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

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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.

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FINANCIAL PLAN

Project fixed cost (In rupees)

Land Already Available

Building 1,20,000

Machiner 1,00,000Transportation/Installation 50,000Furniture 15,000Vehicles 2,00,000Total 4,85,000Raw Material 60,000

Wages/Salaries 50,000Utilities 15,000Depreciation 20,000Total 1,45,000Administrative 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

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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.

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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

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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

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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)

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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

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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 theor y 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

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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.

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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.

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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

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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

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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

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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

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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.

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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.)

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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.

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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

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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

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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.

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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.

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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

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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

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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.

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DATA ANALYSIS & INTERPRETATION

1.Do you think EMPLOYEE MOTIVATION helps employees to show

their?

Sl.no Options Respondents Percentage 1. Present

performance9 18

2. Fullest potential 22 443. Multi skills 12 244. 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.

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2.which method organization is following to motivate the employees?

Sl.no Options Respondents Percentage 1. Positive method 28 562. Negative

method9 18

3. Both 13 26Total 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.no

Options Respondents Percentage

1. Want to leave the organization 11 222. Want to stay in the organization 6 12

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patiently3. Ask your head about promotion 25 504. 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?

Sl.no Options Respondents Percentage1. Job rotation 10 202. Job enrichment 24 483. Job enlargement 7 144. All 9 18

Total 50 100

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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?

Sl.no Options Respondents Percentage 1. Organizational

goals6 12

2. Superior’s attitude 27 543. Intra&inter

personal relation12 24

4. all 5 10Total 50 100

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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?

Sl.no Options Respondents Percentage 1. Cash 5 102. Recognition 10 203. Promotion 5 104. All 30 60

Total 50 100

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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?

Sl.no Options Respondents Percentage 1. Monetary 32 642. Non monetary 7 143. Both 11 22

Total 50 100

70

INTERPRETATION:

From the above analysis, it reveals that the motivating factor in positive method in

FRESH CHOICE is 64% non monetary, 14% monetary and 22% both.

So it is concluded that major (64%) feel that non monetary factor is the best

motivating factor.

8. Heavy burden of work makes you feel.

Sl.no Options Respondents Percentage 1. Stress 21 422. De -motivate 9 183. Fatigue 11 224. All 9 18

Total 50 100

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INTERPRETATION:

Form the above analysis it reveals that the rating for heavy burden of work is

42% stress, 18% de-motivate, 22% fatigue and 18% all.

So, it is concluded that major (42%)feel stressed by heavy burden of work.

9. Are you satisfied with organization’s policies in various aspects?

Sl. No OPTIONS RESPONDENTS PRECENTAGE

1 YES 31 62

2 NO 19 38

TOTAL 50 100

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0

10

20

30

40

50

60

70

RESPONDENTS PRECENTAGE

YES

NO

INTERPRETATION:

From the above analysis it reveals that the rating for satisfaction of the employees in

FRESH CHOICE with organization’s policies is 62% Yes and 38% No. So, it is

concluded that major(62%) satisfied with organization’s policies.

10. Is performance appraisal necessary to motivate the employees?

Sl. No OPTIONS RESPONDENTS PRECENTAGE1 YES 36 722 NO 14 28

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TOTAL 50 100

0

10

20

30

40

50

60

70

80

RESPONDENTS PRECENTAGE

YES

NO

INTERPRETATION:

From the above analysis it reveals that the rating for necessity of performance

appraisal to motivate the employees is 72% Yes and 28% no.

So it is concluded that major(72%) feel that performance appraisal is

necessary to motivate the employees.

11. Does the training and development help the organization to motivate the

employees?

Sl. No OPTIONS RESPONDENTS PRECENTAGE1 YES 44 882 NO 6 12

TOTAL 50 100

74

0

10

20

30

40

50

60

70

80

90

100

RESPONDENTS PRECENTAGE

YES

NO

INTERPRETATION:

From the above analysis it reveals that the rating for necessity of training and

development of employees in FRESH CHOICE is 88% Yes and 12% No.

So it is concluded that major(88%) feel that training and development help the

organization to motivate the employees.

12.By satisfying the employees organization could utilize employees fullest potential?

Sl. No OPTIONS RESPONDENTS PRECENTAGE1 YES 37 742 NO 13 26

TOTAL 50 100

75

0

10

20

30

40

50

60

70

80

RESPONDENTS PRECENTAGE

YES

NO

INTERPRETATION:

From the above analysis it reveals that the rating for utilizing employees fullest

Potential in FRESH CHOICE is 74% Yes and 26% No. So, it is concluded that

major(74%) feel that organization could utilize employees fullest potential by

satisfying the employees.

13. Does team work motivate you a lot?

Sl No OPTIONS RESPONDENTS PRECENTAGE1 YES 39 782 NO 11 22

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TOTAL 50 100

0

10

20

30

40

50

60

70

80

90

RESPONDENTS PRECENTAGE

YES

NO

INTERPRETATION:

From the above analysis it reveals that the rating for Tea work for motivation of

employees in FRESH CHOICE is 78%Yes and 22% No.So it is concluded that

major(78%) feel that Team work motivate the employees a lot.

14. Good working conditions can motivate the employees more?

Sl No OPTIONS RESPONDENTS PRECENTAGE1 Strongly agree 34 682 Strongly disagree 16 32

TOTAL 50 100

77

0

10

20

30

40

50

60

70

80

RESPONDENTS PRECENTAGE

Strongly agree

Strongly disagree

INTERPRETATION:

From the above analysis it reveals that the rating for necessity of good working

conditions in FRESH CHOICE is 68% Strongly agree and 32%Strongly disagree.

So is concluded that major (68%) feel that Good working conditions can

motivate the employees more.

15.When employees are being motivated by the organization they could put the fullest

potential?

Sl No OPTIONS RESPONDENTS PRECENTAGE1 Strongly agree 49 982 Strongly disagree 1 2

TOTAL 50 100

78

0

20

40

60

80

100

120

RESPO

NDENTS

PRECENTAGE

Strongly agree

Strongly disagree

INTERPRETATION:

From the above analysis it reveals that the rating for the necessity of motivation of

employees in FRESH CHOICE is 98% Strongly agree and 2% Strongly disagree.

So it is concluded that major(98%) can put the fullest potential when they are

being motivated by the organization.

16. Is Employee motivation essential to get better output?

Sl No OPTIONS RESPONDENTS PRECENTAGE1 Strongly agree 50 1002 Strongly disagree 0 0

TOTAL 50 100

79

0

20

40

60

80

100

120

RESPO

NDENTS

PRECENTA

GE

Strongly agree

Strongly disagree

INTERPRETATION:

From the above analysis it reveals that the rating for essentiality of Employee

motivation for better output in FRESH CHOICE is 100% Strongly agree and 0%

Strongly disagree.

So it is concluded that major(100%) feel that Employee motivation is essential

to get better output.

17. Should employee be motivated in the form of cash?

Sl No OPTIONS RESPONDENTS PRECENTAGE1 Strongly agree 17 342 Strongly disagree 33 66

80

TOTAL 50 100

0

10

20

30

40

50

60

70

RESPONDENTS PRECENTAGE

Strongly agree

Strongly disagree

INTERPRETATION:

From the above analysis it reveals that the rating for motivation in the form of cash is

34% Strongly agree 66% strongly disagree.

So it is concluded that major(66%) feel that the employee need not be

motivated in the form of cash.

18. Do personal problems of the employees effect to various quality of service and

disturb work in the organization?

Sl.no OPTIONS RESPONDENTS PERCENTAGE1 Strongly agree 13 262 Strongly disagree 12 24

81

3 Agree 25 50

TOTAL 50 100

0

10

20

30

40

50

60

Stronglyagree

Stronglydisagree

Agree

RESPONDENTS

PERCENTAGE

INTERPRETATION:

From the above analysis it reveals that the rating for effect of personal problems to

quality of service in FRESH CHOICE is 26% Strongly agree 24% Strongly disagree

and 50% Agree.

So it is concluded that major(50%) agree that personal problems of the

employees effect quality of service and disturb work in the organization.

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FINDINGS

Most of the employees are turning out from the organization by day to day

due to lack of encouragement by the management.

Some of the employees could not be able to put interest in the work due to

lack of proper training.

I found that the employees’ suggestions are not taken into consideration in

taking any decisions.

Lack of proper feedback to the employees about their performance.

There is a chance of negative motivation taking over positive motivation.

Good reputation in manufacturing of all kinds of bakery products.

SUGGESTIONS

The organization has to create healthy environment as they rotate the

employees within the organization.

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Training programs has to be conducted in every department.

Organization has to consider the suggestions that are given by the

employees in Decision making.

Supervisors should move close with the subordinates which can

motivate the employees to work well.

Negative motivation should not be existed in the organization.

The reputation in manufacturing could be all the more better by

considering required suggestions from the employees and also from

other sources.

SUMMARY

Motivation is important factor for every organization because the employees

can work only if they are motivated. They can put their fullest potential at the

workspot by motivation. Otherwise the employees get demotivaetd and do not show

interest to work well.

Since FRESH CHOICE is a private organization , most of the employees are

hard working and therefore each employee is given an increment basis on their pay

scales. But one negative feature here is every employee is given same amount of

increment irrespective of their cadre and performance. So the employees are

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demotivated and as a result there is low competitive environment among the

workforce.

Thus, Motivation is one of the most important factors affecting both

performance and attitude of the employees. Finally it can be said that Motivation

refers to the factor that drives, urges, desires or explains the behaviour of employees

in an organization.

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BIBLIOGRAPHY

1 Management of human resources - R.Wayne mondy

2. Human resources Management - V.S.P.Rao

3. International human resource management - K. ASWATHAPPA

BAKERY INDUSTRY PROFILE www.google.com

COMPANY PROFILE Organization Brochure

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QUESTIONNAIRE

1. Do you think EMPLOYEE MOTIVATION helps employees to show their

a)Present performance b)Fullest potential c)Multiskills d)All

2.which method organization is following to motivate the employees.

a)Positive method b)Negative method c)Both

3.if you are not promoted to another post even if you have been working since 2years then what will you do?

a)Want to leave the organization b)Want to stay in the organization patiently

c)Ask your head about promotion c)Ask your head about increment

4.to reduce boredom in work , what should the organization do?

a)Job rotation b)Job enrichment c)Job enlargement d)All

5. which factor demotivates employee’s performance?

a)Organizational goals b)Superior’s attitude c)Intra&inter personal relation

d)All

6. According to you which can motivate more to work well?

a)Cash b)Recognition c)Promotion d)All

7. Which is the best motivating factor in Positive method?

a)Monetary b)Non monetary c)Both

8. Heavy burden of work makes you feel.

a)Stress b)Demotivative c)Fatigue d)All

9. Are you satisfied with organisation’s policies in various aspects?

a)Yes b)No

10. Is performance appraisal necessary to motivate the employees?

a) Yes b)No

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11. Does the training and development help the organization to motivate the employees?

a)Yes b)No

.12.By satisfying the employees organization could utilize employees fullest potential?

a)Yes b)No

13. Does team work motivate you a lot?

a)Yes b)No

14. Good working conditions can motivate the employees more?

a)Strongly agree b)Strongly disagree

15.When employees are being motivated by the organization they could put the fullest potential?

a)Strongly agree b)Strongly disagree

16. Is Employee motivation essential to get better output?

a)Strongly agree b)Strongly disagree

17. Should employee be motivated in the form of cash?

a)Strongly agree b)Strongly disagree

18. Do personal problems of the employees effect to various quality of service and disturb work in the organization?

a)Strongly agree b)Strongly disagree c)Agree

89