General management Project

On

“To understand the customer management of “Mumbai Dabbawala”

Submitted in partial fulfillment for the award of the degree of

Master of Management Studies (MMS)

(Under University of Mumbai)

Submitted by

Prashant Yashwant Chavan

(Roll No Marketing-211)

Under the Guidance of

Prof. Vikas Pande

2016-18

SHEILA RAHEJA SCHOOL OF BUSINESS MANAGEMENT & RESEARCH

 CERTIFICATE

This is to certify that project titled “To understand the customer management of

“Mumbai Dabbawala” is successfully completed by Mr. Prashant Yashwant Chavan

during the IV semester, in partial fulfillment of the Master’s Degree in Management Studies
recognized by the University of Mumbai for the academic year 2016- 2018 through Sheila
Raheja School of Business Management & Research.

This project work is original & not submitted earlier for the award of any degree, diploma or
associate ship of any other university/ Institution.

Name: Prof. Vikas Pande

Date: Signature of the Guide

ii
 DECLARATION

I hereby declare that this project Report submitted by me to the Universit y of

Mumbai is a Bonafide work undertaken by me & it is not submitted to any
other universit y or institution for the award of any degree diploma/ certificate
or published any time before.

Name: Prashant Y Chavan

Roll no. M-211

Specialization: Marketing
Signature

iii
 ACKNOWLEDGEMENT

I take this opportunity to specially gratify Dr. Vijay Wagh, Director, Sheila Raheja School

of Business Management & Research, for permitting me to undertake this study. I am

deeply indebted to my guide Prof. Vikas Pande for not only his valuable and enlightened,

guidance but also for the freedom he rendered me during this project work.

Faculty Members of Sheila Raheja School of Management & Research, who have extended

their kind help, guidance and suggestion without which it could not have been possible for me

to complete this project report.

Name: Prashant Yashwant Chavan

Roll no. M-211

Specialization: Marketing

iv
 TABLE OF CONTENTS

Page
Sr. No Topics
No
Prefatory items
0.1 0.1 Cover page
0.2 0.2 Certificate
0.3 0.3 Declaration
0.4 0.4 Acknowledgement
0.5 0.5 Table of content
0.5.1 Index of table
0.5.2 Index of graph
1 Chapter 1 Introduction
1.1 section 1 Problem Statement
1.2 section 2 Research Objective
1.3 section 3 Hypothesis
1.4 section 4 Limitation
2 Chapter 2 Literature review
2.1 section 1 Historical background
2.2 section 2 Dabbawala??
2.3 section 3 Organizational Structure
2.4 section 4 Process
2.5 section 5 Coding
2.6 section 6 Pricing
2.7 section 7 SWOT analysis of Dabbawala
2.8 section 8 The six sigma Dabbawala of Mumbai
3 Chapter 3 Methodology
3.1 section 1 Sample strategy
3.2 section 2 Research design
3.4 section 3 Data collection
4 Chapter 4 Data Analysis/Result
5 chapter 5 Discussion
5.1 section 1 Finding/Interpretation
5.2 section 2 Hypothesis testing
6 chapter 6 Conclusion
7 chapter 7 References
8 chapter 8 Appendices
8.1 section 1 Sample questionnaire

v
 INDEX OF TABLE

Table No. Table Name Page No

1 User of Dabbawala service
2 Number of satisfied customer
3 Dabbawala affordable
4 Delivery time
5 During bad weather condition Dabbawala delivery
6 Experienced Dabbawala misplaced tiffin
7 Dabbawala created a strong brand image
Prince Charles helped in building brand image of
8
Dabbawala
9 Need technology for more efficiency
10 Management techniques used by Dabbawala
11 Tie up with other caterers for growth

INDEX OF GRAPH

Graph No. Graph Name Page No

1 User of Dabbawala service
2 Number of satisfied customer
3 Dabbawala affordable
4 Delivery time
5 During bad weather condition Dabbawala delivery
6 Experienced Dabbawala misplaced tiffin
7 Dabbawala created a strong brand image
Prince Charles helped in building brand image of
8
Dabbawala
9 Need technology for more efficiency
10 Management techniques used by Dabbawala
11 Tie up with other caterers for growth

vi
 CHAPTER-1: INTRODUCTION

CHAPTER-1: INTRODUCTION
1.1 PROBLEM STATEMENT:

To study the working process of Mumbai Dabbawala.

1
 CHAPTER-1: INTRODUCTION

1.2 RESEARCH OBJECTIVE:

1. To Study the delivery process of Mumbai dabbawalas.

2. To study the pricing strategy of mumbai dabbawala for common people.

3. To Study the impact of Prince Charles in marketing of Mumbai dabbawala

2
 CHAPTER-1: INTRODUCTION

1.3 HYPOTHESIS SET:

Set 1:

H0: Mumbai Dabbawala is not efficient in delivery

H1: Mumbai Dabbawala is very efficient in delivery

Set 2:

H0: Dabbawala services are expensive to common man in terms of prices

H1: Dabbawala services are affordable to common man in terms of prices

Set 3:

H0: Recognition from Prince Charles did not created brand image of dabbawala.

H1: Recognition from Prince Charles created - brand image of dabbawala.

3
 CHAPTER-1: INTRODUCTION

1.4: RESEARCH DESIGN:

In this project two research designs will be used- EXPLORATORY AND DESCRIPTIVE.

1. Exploratory design –

Exploratory study was used to define the problem statement and customer management of
“Mumbai dabbawala”

2. Descriptive design -

Descriptive study is used for understanding the pricing strategy of mumbai dabbawala for
common people.

4
 CHAPTER-1: INTRODUCTION

1.5: LIMITATION:
Every research work involves some or the other challenges. We also faced some problems.
Hence, some of the limitations were:

 People did not share their views freely and openly. In fact, some of them refused to fill
the questionnaire.
 Time available for conducting the study was very less as compared to the standard
time one required to do normal research study. We had time limitations of preparing
this project only in 2 months.
 The behaviour of the customer is unpredictable which may result in the lacking of
accuracy in the data.
 As the sample size of the survey was so small and comprise of only 100
Customers, the results may have some prone to errors.
 Study accuracy totally based upon the respondents response.
 Budgeting was also the big issue faced by us

5
 CHAPTER-2: LITERATURE REVIEW

CHAPTER-2: LITERATURE REVIEW

2.1 HISTORICAL BACKGROUND:

Mumbai – the city of dreams and desires has been making a course for progress since the
Britishhad developed the key system of lanes, railroad and structures. Right when the
Britishruled India, the prime business centers were stronghold and billard dock Regions.
These were the spots that have housed banks government workplaces, security houses,
shipping organizations and other current head office, soon private states moved further far
from the fortress zone area and hereafter a significant measure of office goers started
suspecting that its difficult to go home for their lunch from work passing on lunch boxes was
moreover not a favored timetable.

In 1890, a Parsi broker working in ballard dock utilized a young fellow, from Pune local, to
bring his lunch ordinary. An ever increasing number of individuals joined the gathering
through referrals and soon it was taken as a genuine business. As the business developed the
tiffin-conveying business person needed to contract all the more assistance from his town.

This prompted the releasing of an armed force that even today in the 21st century serves a
huge number of mumbites with same soul and fitness.
6
 CHAPTER-2: LITERATURE REVIEW

Today, 5000 dabbawalas crosswise over Mumbai arrange with each other for getting and
conveying the tiffins for more than 2,00,000 Mumbaites regular in 3 hour time span, through
60kms of open transport and in extremely uncommon case a tiffin may miss being on its
proprietors lunch table at the lunch hour. The association is extremely a wonder since it
accomplishes an abnormal state of effectiveness and execution with no documentation,
without PCs and without a profoundly instructed workforce. However, they are a definitive
expert of coordinations administration. They have been rehearsing center point and talked
framework, without a moment to spare strategies, no stock approach and inventory network
administration standards even before these terms were even instituted. The association take a
shot at a 'work is venerate' logic, which is the customary Indian practice as a result of which
they are known as fuel providers and if the nearby prepare is the life saver of the city then the
dabbawalas are the nourishment line.

7
 CHAPTER-2: LITERATURE REVIEW
2.2 DABBAWALA????

Dabbawala, sometimes spelled tiffinwalla is a man in the indian city of mumbai whose
activity is to deliver freshly made food in lunch boxes to office specialists. This system started
around the year 1885, where a banker in Mumbai hired a man to get a Packed lunch from his
home, have it delivered to his office and when the real meal was finished, retum the void Box
to his living arrangement so it could be prepared for conveyance the next day.

NMTBSA: Nutan Mumbai tiffin box provider affiliation. The dabbawalas history began in
1954, magnanimous trust enrolled in 1956 and it was being going by president, Raghunath
Me ge, who was helped by a general secretary, a treasurer and a chief. Nearly they secured 60
- 70 kms. Add up to quality of workers 5000, number of dabbas 2,00,000 i.e ( 4,00,000
exchange a day) Time taken 3 hours.

8
 CHAPTER-2: LITERATURE REVIEW

2.3 ORGANIZATIONAL STUCTURE

The dabbawalas follow a flat organization structure .In 1890, when the dabbawalas really
started their Service, there was no umbrella association the principal attempt to unionize was
made by Mahadev Bacche in 1930. The transporters began gathering one annaeach every
month at that point as reserve and these assets were utilized to assemble a hotel in 1940.
Acharitable trust was enlisted in 1956 under the name of "NUTAN MUMBAI TIFFINBOX
SUPPLIERS TRUST”. Today every dabbawala contribute certain sum every month towards
the trust. The business arm of this trust was enlisted later in 1968 as “ MUMBAI TIFFIN
BOX CARRIERS ASSOCIATION ”

The NMTBST is the summit body speaking to the dabbawalas. It speaks to a trim chain of
importance with three levels. The overseeing gathering the mukadams or group pioneer, and
the dabbawallas themselves.

9
 CHAPTER-2: LITERATURE REVIEW

Members of Organization

GOVERNING COUNCIL

The governing council is a 13 part body for which election are held every five years. The
committee group takes a shot at the rules of the cooperatives. the VP. The general secretary.
the treasurer and nine executive constitute the body. President and VP are in charge of
directing month to monthly meetings checking the bank balances and issues of member. The
general secretary investigates the day by day matters of the trust and association like drafting
letters. making vouchers. collecting funds as a fee for the trust and other work. At that point is
the treasurer. who investigates the records of the trust. The executives help the president in
basic leadership and further more helps in smooth working of the association.

MUKADDAM

A mukaddam is the team leader for a group of 25-30 individuals. In spite of the fact that his
key obligation is arranging Tiflin boxes. he assumes a urgent part in settling question keeping
up records of installments of the individuals from his gathering and getting new customers.
Another critical capacity of the mukaddam is to guarantee customer fulfillment. A mukaddam
is for the most part picked as the pioneer based on his experience and expertise.

DABBAWALAS

Each dabbawalas is a dabbawala is a businessperson himself. Therefore. every one needs to

discover his own particular manner to maintain a supportable business. The dabbawalas work
in gatherings of around 20-25 individuals. each bearing 30-35 Tiflin boxes. There are likewise
some dabbawalas who work separately. An aggregate of 120 gatherings are enlisted and all
gatherings are autonomous of each other.

10
 CHAPTER-2: LITERATURE REVIEW

2.4 PROCESS

The 5000 dabbawalas are partitioned into 3 sets of activities. Between 9-9:30 am, one group of
dabbawalas gathers freshly packed Tiffin from singular homes and delivers it to the nearest railway
railroad station, when they are arranged at a place assigned as arranging places on the station itself.
This arranging is done according to the goal stations, at that point, the prepare for churchgate or CST
withdraws between 10:30 – 11:00 am and stops at all stations with middle of the road stop – over for
the dabbawalas like Thane, Kurla, Andheri and Dadar. At these intersection, the second arrangement
of dabbawalas trade and sort the Tiffins in an expedient way, including 'zero documentation'. At that
point there is a third arrangement of dabbawalas holding up at the separate goal station who deal with
and amass the individual arrangement of tiffins and load them into handcraft, plate, bikes and after
that, every transporter sets out for the last conveyance. Also, after all these proficiently completed
exercises, a tiffin box once in a while misses the ordained stomach at noon.

JOURNEY OF DABBAWALLAS

The activity of dabbawalas starts at around 8:00 – 8:30 am with collectin the tiffins from different
family units. More often than not, individuals by and large leave their tiffins outside the entryway for
the dabbawalas to get. In the event that they are late, the dabbawalas need to encourage them to pick
up the pace on occasion, once in a while however; the dabbawalas need to leave the customer's tiffin
on the off chance that it gets extremely late.

11
 CHAPTER-2: LITERATURE REVIEW

ONWARD JOURNEY

12
 CHAPTER-2: LITERATURE REVIEW

RETURN JOURNEY

13
 CHAPTER-2: LITERATURE REVIEW

2.5 CODING

The quantity of tifins have expanded for the dabbawalas as the days passed on. As each tiffin
box must be conveyed back and forth, mapping each case its bearer was pivotal or the
consequences will be severe, it would prompt mayhem. For this reason, the dabbawalas began
attempting strings to their crates while some utilized wires or shaded strings. Be that as it
may, soon, these techniques were discovered lacking a the quantity of tiffins continued
developing astoundingly. In this way there was a requirement for another type of cheap
coding which would be reasonable by the uneducated dabbawalas. Henceforth , in the 1970`s
a senior part from Ragunath medge`s ( Leader of dabbawalas affiliation) family chose to
actualize another framework where all case codes and markings were uniform the
dabbawalas. This framework would oblige any number of tiffins, regardless of the
development in new augmentations. This framework was a bright creation. It filled in as a
typical code for all dabbawalas which was anything but difficult to translate. The dabbawalas,
being ignorant ought to have the capacity to comprehend it and disclose it easily to new
comers and pariahs and that was the most vital thing to recollect while making the codes

This coding framework in the end stood the trial of time and demonstrated extensible. With
coding set up, there was sufficient extension to factor in new improvement like including new
dabbawalas or new office squares or new sources and goal. The new framework relies upon
basic conventions, a commonplace Indian way to deal with adaptable dispersion. Every tiffin
containing the sustenance has various codes in letters in order and numbers on its best which
recognize the accompanying:-

1. The code allotted to each Dabbawala in a gathering that grabs the tiffin from a specific
zone or suburb

2. The code of the inception station, which is generally one of the suburb on western, focal or
harbor lines.

3. The code for goal, which is again churchgate, CST or some other business lines

4. The code for the dabbawala in the goal territory who hands the tiffin there

5. The code for the area or office structures in the goal territory.

14
 CHAPTER-2: LITERATURE REVIEW

6. The floor or the room number in that building other than these, there is likewise a
distinction in the shade of paints or chalk that they use to compose the codes on the highest
point of the dabba. Diverse gatherings will have distinctive shading code composed on the
best pf the dabba with the goal that the tiffin having a place with a gathering stays particular.
This is fundamental in light of the fact that there is generally something other than one
gathering present at each station. The goal codes will be the same for all gatherings at a
similar station. This makes it hard to recognize their tiffins so the most straightforward
method for bringing the qualifications that is required is by coding with various hues. This is a
basic and simple method for separating the codes, which is additionally straightforward for
the unskilled dabbawala. The greatest number of shading utilized as a part of this framework
is seven. By chance each gathering of dabbawalas should likewise convey hued pencil or
chalks so they have been deleted or are hard to decipher.

Unexpectedly, each gathering of dabbawala should likewise convey hued pencils or chalk
with the goal that they can compose the codes in the event that they have been eradicated or
are hard to translate. Clearly, every last dabbawala must know the coding framework
exceptionally well and should likewise know all the dabbas in his gathering regarding the
beginning and goal.

15
 CHAPTER-2: LITERATURE REVIEW

To explain the code we can take an example:

 VP – The first thing on the tiffin is the code for the originating station from where the
dabbawalas picks up the tiffin in the morning. In this case VP denotes Vile Parle. The
area under this station will include Juhu and also J.V.P.D scheme since this is the only
station, which is nearest. Even if the dabbawala goes it the most interior parts like juhu
, it will not be mentioned in the coding simply because the dabbawalas are just
concerned about the respective railway station.
 E – This is the code for the dabbawala who is picking up the tiffin from its origin or
home. In this case, the dabbawala with the code of ‘E `, will be a part of the group
distinguished by the color code ‘RED’. In many instances, the code will be the initial
of the name of the dabbawala. This is one of the elements that can be changed during
the course of time if the dabbawala for that particular customer changes.
 3 – This is the code for the destination area. This may not necessarily be restricted to a
station only. For, instance, churchgate is allotted number codes from 1-10. Number 11
is allotted to Marine lines, 12 to Charni road and so on. In this example , the number

16
 CHAPTER-2: LITERATURE REVIEW

‘3’ is allotted to the area between Flora Fountain and cross Maidan area . Other prime
location would include Nariman point, stock exchange, ballard pier, RBI etc.
 9 – VS – 12 9 – This is the code number for the dabbawala who delivers the tiffin to
the destination office from Churchgate station. This is the dabbawala who is
responsible for delivering to the respective office and picking it up after the lunch
hours. He is a part of another group from the one he worked with at the originating
station. Thus, in most cases, each dabbawala will be a part of more than one group for
sure one at the origin and one at the destination.
 VS – This code denotes the exact location or more likely, the building’s initial in the
area that falls under churchgate station. In this case, it is the VSNL building VS being
the initial for the building is unique and therefore , creates no confusion whatsoever
for the dabbawalas. Office buildings around southern Mumbai are very popular and
hence , easy to comprehend when given in codes. Other examples would be M for
mittal towers, R for RBI , and MC for Makers Chambers and so on.
 12 – Finally , the last code among the three codes that form the right side of the top of
the dabba is the floor on the building ( VSNL) or the room number in case of building
with large number of rooms on each floor. Such an example would be stock exchange
, RBI , and BMC etc.

17
 CHAPTER-2: LITERATURE REVIEW

2.6 PRICING
As mentioned before, the reason behind the advancement of a gathering model in the
business is to enhance the aggressiveness of the framework. On the off chance that there are 5
bunches in Andheri then each gathering will battle with a specific end goal to require new
clients on the grounds that each gathering is in charge of creating its own wage. For the most
part, the administration charges change between Rs.150 to Rs.300 every month relying upon
area and time

Cash is gathered in the primary seven day stretch of consistently and it is transmitted to the
'Mukadam' on the main Sunday. The cash along these lines gathered, is isolated among every
one of the individuals from the gathering similarly.

HR ASPECTS

RECRUITMENT:

Recruitment is basically done through word of mouth and from neighboring town Throughout
the years, the Dabbawala has turned into a developing group of occupied conveyance men
who complete their work with trustworthiness and responsibility. This is on the grounds that
every individual in the esteem chain is chosen precisely and with due suggestion as it were.
The ramifications of the word 'suggestion' is not quite the same as the normal speech – the
referrer accepts accountability for the occupant's lead all through the working life

DISCIPLINES:

• No Alcohol drinking during business hours

• Wearing White Cap during business hours

• Carry Identity Cards

18
 CHAPTER-2: LITERATURE REVIEW

2.7 SWOT ANALYSIS OF DABBAWALA

STRENGTH

 Low operational cost

 Customer satisfaction
 Low attrition rate
 Flat organization
 Team spirit & team management

WEAKNESS

 Limited access to education

 Funds for the association
 No social security to members

OPPORTUNITY

 Operational cost is low

 Wide range publicity

THREAT

 Job satisfaction level of new generations

 Competition
 Canteen facility provided by corporate firm

19
 CHAPTER-2: LITERATURE REVIEW

2.8 THE SIX SIGMA DABBAWALAS OF MUMBAI:

The distribution system is held by almost uneducated or as we can say semiliterate people.
Most of them uneducated or just servant or just fourth grade passed but this0020note make
any different to them. Yet the system runs professionally and is in important place with
accomplishment of SIX SIGMA RATING! It pro udly shares this position with world famous
giant management corporate like GE, MOTOROLA (Source: Forbes magazine U.S.A.).

The reason behind this is the wonderful work system offered by them with only 0.01%error
rate in comparison with the huge number of operations it induleges inot. They have got the
prestigious achievement of SIX SIGMA RSTING because of their percentage of correctness
which is just perfect up to 99.999995 i.e. six decimals or more than that. Not many of the
topmost companies are even near to it. This is simply incredible.

Though they have achieved SIX SIGMA RATING & a wide popularity, it cannot be
neglected that the operations completely involve physical hard work & coping up with
common modes of transport. He crowded modes of transport, traffic &roads, continuous
physical work-it is not too easy. And we have even six p-seventy years old patrons doing it
for a living. These are the people who treat customer as GOD & run whole of their life for
their GOD.

20
 CHAPTER-3: METHODOLOGY

CHAPTER-3: METHODOLOGY

3.1: SAMPLING STRATEGY:

UNIVERSE: Customer of Mumbai Dabbawala.

TARGET SAMPLE: Customer of Dabbawala from Andheri to Dadar.

SAMPLING METHOD:

In this case we will use Probability Sampling because

Sampling frame is available.

Density of population is high.

Homogeneity is high.

SAMPLING PROCEDURE: Simple Random sampling

DETERMINING SAMPLE SIZE: 100

SAMPLE SIZE DETERMINATION

n = (ZE/E)*(ZS/E)

Where,

E = Tolerance Limit

S = Standard Deviation

N = Number of Elements (Sample Size)

Z = Accuracy

21
 CHAPTER-3: METHODOLOGY

Calculation of sample size

Sample size = n = (Zs / E) 2

E = Tolerance limit = 5%
S = Standard deviation = 0.53
Z = Accuracy level = 95%
N = Number of elements = Sample size

n = (Zs / E) 2
n= [ (0.95 * 0.53 ) / 0.05 ) ] 2

n=100

Sample size = 100

22
 CHAPTER-3: METHODOLOGY

3.2: RESEARCH DESIGN

In this project two research designs will be used- EXPLORATORY AND DESCRIPTIVE.

1. Exploratory design –

Exploratory study was used to define the problem statement and customer management of
“Mumbai Dabbawala”

2. Descriptive design -

Descriptive study is used for understanding the pricing strategy of Mumbai Dabbawala for
common people.

23
 CHAPTER-3: METHODOLOGY

3.3: DATA COLLECTION:

I. Primary Data Collection:

 Primary data collection method :

Survey

 Instruments used for primary data collection:

Questionnaire

 Contact method for primary data collection :

Face to Face, Online Survey

II. Secondary Data Collection Plan:

Secondary data collection method:

 Internet
 books
 Journals

24
 CHAPTER-4: DATA ANALYSIS

CHAPTER-4: DATA ANALYSIS

1. Do you use Mumbai Dabbawala service?

Table No. 1:- User of Dabbawala service

Particular Responses

Yes 90

No 10

Source: Data collection from questionnaire Q.1

Graph no. 1:- User of Dabbawala service

10%

Yes
No

90%

25
 CHAPTER-4: DATA ANALYSIS

2. Are you satisfied with their service?

Table No. 2:- Number of satisfied customer

Particular Responses
Good 30
Very good 50
Satisfied 20
Dissatisfied 0

Graph no.2:- Number of satisfied customer

50
45
40
35
30
25
20
15
10
5
0
Good Very good Satisfied Dissatisfied
Series1 30 50 20 0

26
 CHAPTER-4: DATA ANALYSIS

3. Do you think Dabbawala affordable to common people?

Table No.3:- Dabbawala affordable

Particular Responses

Yes 90

No 10

Graph no.3:- Dabbawala affordable

90
80
70
60
50
40
30
20
10
0
Yes No
Series1 90 10

27
 CHAPTER-4: DATA ANALYSIS
4. Do they provide delivery on time?

Table No.4:- Delivery time

Particular Responses
Yes 95
No 5

Graph no.4:- Delivery time

100
90
80
70
60
50
40
30
20
10
0
Yes No
Series1 95 5

28
 CHAPTER-4: DATA ANALYSIS

5. During bad weather condition does Dabbawala able to deliver on time?

Table No.5:- During bad weather condition Dabbawala delivery

Particular Responses

Yes 90

No 10

Graph no.5:- During bad weather condition Dabbawala delivery

10%

Yes
No

90%

29
 CHAPTER-4: DATA ANALYSIS

6. Do you experienced Dabbawala misplaced your tiffin?

Table No. 6:- Experienced Dabbawala misplaced tiffin

Particular Responses

Yes 2

No 98

Graph no.6:- Experienced Dabbawala misplaced tiffin

No

Yes

0 20 40 60 80 100

Yes No
Series1 2 98

30
 CHAPTER-4: DATA ANALYSIS

7. Has Dabbawala created a strong brand image?

Table No. 7:- Dabbawala created a strong brand image

Particular Responses
Strongly agree 50
Agree 45
Neutral 5
Disagree 0
Strongly disagree 0

Graph no.7:- Dabbawala created a strong brand image

50
45
40
35
30
25
20
15
10
5
0
Strongly agree Agree Neutral Disagree Strongly
disagree
Series1 50 45 5 0 0

31
 CHAPTER-4: DATA ANALYSIS

8. Do you think recognition from Prince Charles helped in building brand image
of Dabbawala?

Table No. 8:- Prince Charles helped in building brand image of Dabbawala

Particular Responses
Yes 90
No 10

Graph no.8:- Prince Charles helped in building brand image of Dabbawala

10%

Yes
No

90%

32
 CHAPTER-4: DATA ANALYSIS

9. Do you think Dabbawala need technology for more efficiency?

Table No. 9:-Need technology for more efficiency

Particular Responses
Yes 20
No 80

Graph no.9:- Need technology for more efficiency

80
70
60
50
40
30
20
10
0
Yes No
Series1 20 80
Responses 20 80

33
 CHAPTER-4: DATA ANALYSIS

10. According to you what are the management techniques used by Dabbawala?
(Multiple choice)

Table No. 10:- Management techniques used by Dabbawala

Particular Responses
Workforce Development 30
Growth Management 50
Personnel Management 70
Time management 70

Graph no. 10:- Management techniques used by Dabbawala

32% 13%
23% Workforce Development

32% Growth Management

Personnel Management
Time management

34
 CHAPTER-4: DATA ANALYSIS

11. Do you think Dabbawala need to tie up with other caterers for growth of
Organization?

Table No. 11:- Tie up with other caterers for growth

Particular Responses

Yes 80

No 20

Graph no.11:- Tie up with other caterers for growth

20%

Yes
No

80%

35
 CHAPTER-5: DISCUSSION

CHAPTER-5: DISCUSSION
5.1: FINDINGS

 In the number of 100 sample size there are 90% people who are using Dabbawala
service.
 From the above data 50% respondent says that Dabbawala service is very good
whereas 20% are satisfied with their service and no respondent are dissatisfied with
Dabbawala service.
 From the above data majority number of Respondent have opinion that Dabbawala
service is affordable to common people.
 From the above data most of the respondent says that Dabbawala have good time
management and they always deliver on time.
 90% Respondent says that Dabbawala are delivering on time even during bad weather
condition.
 From the above data out of 100 respondent 98% says that they didn’t experience that
Dabbawala misplaced their tiffin.
 According to the above data majority of respondent are strongly agree that Dabbawala
have created strong brand image whereas 45% are agree with the statement and no
respondent are disagree with above statement
 From the above data it has been observe that majority of respondent says that
recognition from Prince Charles are helped in building brand image of Dabbawala
 According to the above data 80% respondent says that Dabbawala does not need
technology for more efficiency they are already have efficiency in their service
without technology.
 From the above data majority of respondent says that Dabbawala have good time
management& personal management whereas some says that they use growth
management techniques for work.
 According to above data 80% respondent says that Dabbawala need not to tie up with
other caterers for growth.

36
 CHAPTER-5: DISCUSSION

5.2: HYPOTHESIS TESTING

Set 1:

H0: Mumbai Dabbawala is not efficient in delivery.

H1: Mumbai Dabbawala is very efficient in delivery.

4. Do they provide delivery on time?

Table No.4:- Delivery time

Particular Responses
Yes 95
No 5

Source: Data collection from respondent of Q.4

Graph no.4:- Delivery time

100
90
80
70
60
50
40
30
20
10
0
Yes No
Series1 95 5

Findings No 4: From the above data most of the respondent says that Dabbawala have good
time management and they always deliver on time.

37
 CHAPTER-5: DISCUSSION

5. During bad weather condition does Dabbawala able to deliver on time?

Table No.5:- During bad weather condition Dabbawala delivery

Particular Responses

Yes 90

No 10

Graph no.5:- During bad weather condition Dabbawala delivery

10%

Yes
No

90%

Finding 5: 90% Respondent says that Dabbawala are delivering on time even during bad
weather condition.

38
 CHAPTER-5: DISCUSSION

6. Do you experienced Dabbawala misplaced your tiffin?

Table No. 6:- Experienced Dabbawala misplaced tiffin

Particular Responses

Yes 98

No 2

Graph no.6:- Experienced Dabbawala misplaced tiffin

No

Yes

0 20 40 60 80 100

Yes No
Series1 98 2

Findings 6: From the above data out of 100 respondent 98% says that they didn’t experienced
that Dabbawala misplaced their tiffin

HENCE HYPOTHESIS H1 IS ACCEPTED AND H0 IS REJECTED

39
 CHAPTER-5: DISCUSSION

Set 2:

H0: Dabbawala services are expensive to common man in terms of prices

H1: Dabbawala services are affordable to common man in terms of prices

3. Do you think Dabbawala affordable to common people?

Table No.3:- Dabbawala affordable

Particular Responses

Yes 90

No 10

Graph no.3:- Dabbawala affordable

90
80
70
60
50
40
30
20
10
0
Yes No
Series1 90 10

Findings 3: From the above data majority number of Respondent have opinion that
Dabbawala service is affordable to common people.

HENCE HYPOTHESIS H1 IS ACCEPTED AND H0 IS REJECTED

40
 CHAPTER-5: DISCUSSION

Set 3:

H0: Recognition from Prince Charles did not create brand image of Dabbawala.

H1: Recognition from Prince Charles created brand image of Dabbawala.

Do you think Recognition from Prince Charles helped in building brand image of
Dabbawala?

Table No. 8:- Recognition from Prince Charles helped in building brand image of
Dabbawala

Particular Responses
Yes 90
No 10

Graph no.8:- Prince Charles helped in building brand image of Dabbawala

10%

Yes
No

90%

Findings 8: From the above data it has been observe that majority of respondent says that
recognition from Prince Charles are helped in building brand image of Dabbawala

HENCE HYPOTHESIS H1 IS ACCEPTED AND H0 IS REJECTED.

41
 CHAPTER-6: CONCLUSION

CHAPTER-6: CONCLUSION
Managing more than 5000 Dabawalas daily is really increased! So what kind of
Human resource policy they have adopted & how do they executed it, was the objective
behind these report. Which are satisfactory completed, & I got some key formulas, principles
of their effective Human resource management system from this project work.

They follow management principles in their association such as Team work, Time
management, Innovation, Customer relationship management & sixsigma. Because of these
they called as "Management Guru".

The organization has increased a lot of appreciation from overseas countries but it still
in some ways or other not fully appreciated by its own citizens. Organization can do a lot to
perform better but it needs support & word appreciation from its own citizens. It so, it will
even leave back the top world running businesspersons & give India a place of pride on the
world map.

Human resource policy, Manpower planning. Training & Development, Disciplinary

Code of conduct & their Corporate Social Responsibility activity are the key result areas of
their Human Resource Management system

42
 CHAPTER-7: REFERENCES

CHAPTER-7: REFERENCES
Book:

Mumbai's Dabbawala: The Uncommon Story of the Common Man – Shobha bondre

Journal:

Delivering the Nation: The Dabbawalas of Mumbai- Gauri Sanjeev Pathak, Published online:
12 Jul 2010.

The Dabbawala System: On-Time Delivery, Every Time, by Stefan H. Thomke and Mona
Sinha, Harvard Business School Case Study, February 2010 (Revised January 2013)

43
 CHAPTER-8: APPENDICES

CHAPTER-8: APPENDICES
8.1 Questionnaire

1. Do you use Mumbai dabbawala service?

 Yes
 No

2. Are you satisfied with their service?

 Good
 Very good
 satisfied
 dissatisfied

3. Do you think dabbawala affordable to common people?

 Yes
 No

4. Do they provide delivery on time?

 Yes
 No

5. During bad weather condition does dabbawala able to deliver on time?

 Yes
 No

6. Do you experienced dabbawala misplaced your tiffin?

 Yes
 No

7. Has dabbawala created a strong brand image?

 strongly agree
 agree
 neutral

44
 CHAPTER-8: APPENDICES
 Disagree
 strongly disagree

8. Do you think Prince Charles helped in building brand image of dabbawala?

 Yes
 No

9. Do you think dabbawala need technology for more efficiency?

 Yes
 No

10. According to you what are the management techniques used by dabbawala?
(Multiple choice)

 Workforce Development
 Growth Management
 Personnel Management
 Time management

11. Do you think dabbawala need to tie up with other caterers for growth of
Organization?
 Yes
 No

45