F & B Management in QSR / Fast Food, Industrial Catering, Facility Management

1 Fast food
1.1 Introduction
1.2 Basic policies – Financial marketing and Catering
1.3 Organizing and Staffing
1.4 Control & Performance Measures

2 Industrial Catering
2.1 Introduction
2.2 Basic policies – Financial marketing and Catering
2.3 Organizing and Staffing
2.4 Control & Performance Measures

3 Facility Management
3.1 Introduction
3.2 Basic policies – Financial marketing and Catering
3.3 Organizing and Staffing
3.4 Control & Performance Measures

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1 Fast Food (QSR)

1.1. Introduction: Fast Food

Fast food is hot food, such as chips, hamburgers and tacos, that one obtain from special types of restaurant, and which is served quickly once order is paced. Fast food sector is referred as QSR – Quick Service Restaurants.

Fast food is a sort of mass-delivered food intended for business resale and with a solid need put on "speed of service" versus other pertinent variables engaged with culinary science. Fast food was initially made as a business technique to oblige the bigger quantities of occupied commuters, voyagers and compensation laborers who frequently didn't have the opportunity to take a seat at a public house or coffee shop and hang tight for their meal. By making speed of service the need, this guaranteed that clients with rigorously restricted time (a commuter stopping to procure dinner to bring home to their family, for example, or an hourly laborer on a short lunch break) were not burdened by trusting that their food will be cooked on-the-spot (as is normal from a customary "plunk down" eatery). For those barely have time, fast food turned into a multibillion-dollar industry.

1.2. Basic Policies - FAST FOOD

Financial Policies

Generally speaking, the average spends of customers in hotel catering outlets, is higher than in similar catering operations found outside a hotel. This is particularly evident with reference to the hotel ’s high ASP quality restaurants, but also in the less expensive outlets such as coffee shops; here the ASP of the hotel customer may again be higher than in comparable operations found, for example in a town’ s high street.

The higher prices charged by these types of catering facilities result in higher sales per employee, and a higher revenue per trading hour. In fast-food operations with their lower ASP per customer, the long trading hours of these establishments are often necessary in order to achieve high volume sales. In the catering out-lets of hotels similar long trading hours are not characteristic of The restaurant sector all the facilities; the lower ASP coffee shops may stay open for most of the day, but the higher ASP restaurants in the hotel, like the quality restaurants found outside, will only open for the lunch and dinner periods, approximately 3 hours and 4–5 hours, respectively.

Usually most of the catering facilities are open dining for 7 days a week and in the bigger hotels some form of food and beverage service is generally available 24 hours a day and; quality restaurants situated outside the hotel, however, may only open 6 days a week. The catering policy of the hotel or quality restaurant in conjunction with the financial policy of the establishment will, however, determine the opening hours of the operation based on such information as revenue per trading hour, sales per employee per hour, etc. Payment for food and beverages in hotels may be made in several ways. If customers are residents, the charges may be debited to their hotel account. Alternatively, payment may be made on a cash or credit basis.

The higher the price level of a restaurant, the more likely that credit facilities will be avail-able. Some hotels and quality restaurants include a service charge in the price of their meal, while others leave it to the discretion of the customer. This is the sector of the industry where the practice of tipping is most commonly found and the ‘ trunc ’ system of sharing pooled by the employees.

Marketing Policies - FAST FOOD

Because of the narrowness of the market for which quality restaurants cater, the marketing policies of these operations are able to quite clearly identify their market and target their advertising and merchandising campaigns at this market level. The high ASP of such establishments must be reflected in their marketing policies; if they cannot compete with other catering operations on the basis of price, they must look to the other aspects of their operation, such as food quality and standard of service as a basis for competition.

Often such restaurants will feature a Celebrity chef as their executive chef. Other times the acquisition of a Michelin star due to the quality of the food will send demand levels to such a high that soon the menu prices follow. Fine dining restaurants are characterized by the need for a high capital outlay and have a correspondingly high percentage of fixed costs; the perishability of their product; and a demand for that product that is unstable. All these factors lead to a high dependence of these operations on the demands of the market, so that hotels and quality restaurants may be said to be highly market orientated.

In comparison to the welfare sector cost- orientated operations, fine dining restaurants are more dependent on their market for the survival of their operation, and this has important implications for their basic policy-making decisions. In fining dining restaurants marketing has to be subtle for example, advertising in quality magazines – obtaining free write-ups of the restaurant in quality newspapers and magazines – joint promotion with credit card companies.

Catering Policies - FAST FOOD

Fast food is a category of mass-produced food meant for commercial resale, and in contrast to other industries, the customer service is quick. The following principles form the foundation of the industry's catering policies and guidelines:

• Food Safety

• Special Requests and or Customized

• Cancellations

• Taxes & Service Fee

• Final Payment & Guarantee

• Changes or Late Orders

1.3 FAST FOOD - Organizing and Staffing

1.4 Control & Performance Measures

One of the major problems with operating a fast-food restaurant is turnover, which may be resolved via employee assessment. Fast food restaurants typically have significant turnover rates; some turnover gauges fluctuate by as much as 100%. While some turnover may be attributable to the nature of the job, such as poor pay and limited authority, drive-through restaurant employees often require the same input, guidance, and recognition that other businesses provide. In order to address the workforce shortage in drive-thru restaurants, a presentation assessment framework may be fostered. To ensure employee satisfaction, a performance evaluation system should be well-designed.

1. A list of the objectives and outcomes for using the management framework.

Decide if the association requires a performance management system that is focused on preparing workers for careers in the food service sector or one that recognises fast food restaurant employees for upholding the company's service standards and productivity targets.

2. It is necessary to analyses each job's job descriptions and create performance standards based on the responsibilities and duties of the personnel. Consider the scenario where the management of a fast food business is required to keep the level of customer satisfaction at 90%. This indicates that only 15% of guests who had their dining experience reviewed had concerns. Another performance benchmark example is the amount of time it takes restaurant staff to serve each and every customer. The workers that take longer to serve customers aren't living up to the restaurant's performance requirements if the normal time is 2 minutes each client but they frequently spend significantly more time — 9 minutes or more — to serve each guest.

3. Create accurate assessment records. For fast food restaurants, different performance evaluation patterns include supervisor feedback forms, staff suggestion forms, guest feedback forms, and a yearly performance assessment document. As long as management promises to give regular and ongoing feedback as well as direction to staff members, managers' informal feedback can be given verbally or in writing. Employees utilise commendation forms to recognise their coworkers. For quick access to a computer-based survey on the guest's experience, print out the guest feedback forms that are located on the reverse of receipts. The feedback received throughout the course of the full assessment period is compiled into the annual performance evaluation.

4. Inform managers and administrators on the purpose and capabilities of the presentation assessment framework for your restaurant. Explain the organization's philosophy and how it views the value of human resources. Also, explain what the service assessment system is intended to achieve and how it connects to representative recognition and compensation. Engage in role-playing with managers and administrators as an immersive learning approach that is great for instructing both new and seasoned leadership on the advantages of evaluating employee performance.

5. Create a correspondence strategy to explain the performance assessment process to the staff. Mention the desired outcomes and how the technique will help them describe their goals, whether they are in the food service business or goals they are attempting to reach in various vocations and careers. Describe the service assessment system's operation, the dispatch date, and the procedure for employee evaluations. In order to give representatives more individualised consideration on work stated standards and assumptions, make the organization's presentation principles clear during small group events.

2 Industrial Catering

2.1 Introduction

2.2 Basic policies – Financial marketing and Catering

2.3 Organizing and Staffing

2.4 Control & Performance Measures

1.2 Introduction: INDUSTRiaL CATERING

Large businesses, offices, industrial complexes, and other organisations within the business sector are many and have different sorts, as does the food service. On-premise catering and industrial catering both relate to serving meals at a business's physical location.

Providing food service at a remote location or a location like an airplane, park, hospital, hotel, bar, cruise ship, filmmaking location or studio, entertainment location, or event venue is known as catering.

When it was discovered that there was a link between employees' physical and mental health and the catering and other welfare facilities offered for them, industrial enterprises first started to offer catering services. Industrial catering facilities have been a significant fringe perk for employees recently, especially if meals are still given at deeply discounted or even no cost.

The catering facilities in industrial settings, such as office blocks, factories, hospitals, etc., are an ancillary service to the main function of the organisation, in contrast to other types of catering outlets like restaurants, high street take-away, hotels, etc. where catering may be the main or only function of the organisation.

In these industrial settings, catering can be done in one of two ways: directly managed or hired out. First, direct management refers to situations in which the primary corporation decides to build and run the catering facilities on its own. The second strategy entails the main company hiring a group of contract caterers to run and manage their catering division. In the first scenario, the parent company is entirely responsible for the sort and calibre of catering services it offers, making the catering department an additional department in the firm that is directly under its direction.

.3 Basic policies - Financial, Marketing and Catering

If the association's catering is handled by the parent company or whether it is farmed out to an independent catering agency will normally determine the extent to which core strategy choices are included in a structured report. There are many reasons why a business would offer catering to its employees. It may be for prestigious reasons, acting as a value benefit to potential employees, particularly in areas where there is fierce competition for labour; it may be because the factory or office building is located in an area with few alternative catering facilities and must therefore provide some type of catering service; it may be because it is of such a nature that the company must provide some type of catering service to staff at their place of employment because it is of such a nature.

Financial Considerations: INDUSTRAIL CATERING

Once an industry decides to offer a catering service, financial policy will establish how much money has to be put in the catering facilities. Some industries are proud of the standards they reach and view the provision of a food service as a vital and significant contribution to the welfare of their employees. Different sectors of the economy have the viewpoint that investments should be made with the least amount of capital possible. However, once a business decides to offer a catering service, it should look for the greatest facilities it can afford.

The number of employees anticipated to use the food services will decide the size and type of catering facilities, within the parameters defined by the financial policy. Few industrial situations are the same, so the percentage of catering facilities used varies from establishment to establishment; it can range from 10% in some organisations to over 70% in others, with a norm of between 25 and 35%; typically, the higher usage of the catering facilities occurs when the percentage of catering subsidy per meal is highest.

There are a number of factors which can affect the total number of employees likely to use the restaurants, cafeterias etc. and any one of these may be more important in one situation than in another. The level of subsidy is probably the most influential factor, with a higher percentage of employees using the amenities when they are free or highly subsidized, than if they are not. Alternative catering facilities are also important particularly if the establishment is situated in a busy high street where there are other restaurants, snack bars, take-away etc. which are readily available. Other factors include the proximity of an employee's home to their workplace; women workers in particular are more likely to leave for lunch when their homes are closer; the accessibility of facilities in relation to all of the organization's departments and offices; and the convenience and distance considerations. Therefore, when planning begins, it is crucial to take the location of the catering facilities into account. Unfortunately, the food service may be given access to any open space or a location that no other department is permitted to use in some buildings.

As a result, cafeterias and restaurants have poor ergonomic design, are not conveniently located for customers to use, and as a result of these issues, they experience low patronage and subsequent financial difficulties.

Marketing considerations: INDUSTRIAL CATERING

The marketing philosophies of these businesses reflect the trend of industrial catering facilities becoming more consumer focused. Industrial catering facilities are now being "sold" to the workforce as a result of a more determined strategy being adopted over time, especially by contract caterers. Some companies now provide new employees with several days' worth of free meal tokens to encourage them to use the facilities from the moment they join the company, in addition to advertising the amenities via posters, leaflets, etc. Other companies provide a specific number of free meal tokens each month. In this way, it fosters goodwill, keeps the staff in touch with the catering division, and serves to remind them that the catering facilities are there.

Contract caterers also use customer loyalty programmes, which are common with airlines and hotel chains. Contract caterers can generate business by using either direct marketing or word-of-mouth promotion. For contract caterers, word-of-mouth marketing may be a significant source of business, especially once a company has built a solid reputation. Contract caterers would use direct marketing techniques such advertising in trade publications, targeted mailers, and generally finding the business publications and circulars that are targeted at this level of market.

Market research in industrial catering can be particularly effective because the potential market for the catering facilities is often captive or semi-captive and is therefore relatively accessible. Research can take a number of forms; it may either be a large in-depth project and an outside agency may be engaged, or the company may do its own market research which is usually quicker, cheaper and more interesting. If the organization decides to undertake its own research, questionnaires can be distributed to all its staff to be completed. On analysis the results can prove to be valuable sources of information as they often obtain the views of the silent majority and are a source of objective information. This is crucial when companies are being pressured by some groups to provide catering facilities that are actually too big for the number of employees that need to be catered for. In situations like this, objective data collected through questionnaires may be brought to meetings and assist in addressing more reasonable expectations.

Catering consideration: INDUSTRIAL CATERING

The Catering Policy will determine the minimum food and beverage requirements for the various levels of catering facilities. For instance, more new food sources will be used in the cafeteria than in the silver service restaurants. The sort of catering service to be supplied during the evening shift should be taken into consideration when determining the catering amenities' operating hours; for instance, the self-service cafeteria may be closed and vending machines offered in its place.

The basic policy decisions should contain the procedure to be followed should any component of the catering service need to be amended or altered in any way, along with a list of the type, size, variety, etc., of the catering facilities to be given. Depending on whether there are more or less employees working for the firm, the amenities may be expanded or reduced.

2.3 Organizing and Staffing

2.4 Control & Performance Measures: INDUSTRAIL CANTERING

Standards that may be used to compare real results must be established in order to assess how well a catering department is performing. Although larger companies typically have more documented control and performance policies, it should not be assumed that the level of sophistication is a function of size; rather, it is a function of the parent company's attitude towards the catering department and the management staff who are in charge of it.

Standards should be outlined in policies that include the organization's goals for delivering catering services as well as the constraints that the catering department must operate under. These policies should be backed up with budgets.

The methods of payment used by different catering facilities each warrant a different type of control system:

1. Cash is the only form of payment accepted at some establishments, and it must be given to the cashier at the end of the cafeteria line. In some cases, luncheon vouchers can be used to pay for the meal in full or in part.

2. In waiter-service restaurants, payment may also be made directly to a staff member. In cases where management is at a high enough level, customers may only be required to sign their receipts at the conclusion of the meal and no cash is exchanged, with the possible exception of alcoholic beverages. Customers' accounts can be directly deducted while using in-house credit cards, eliminating the need for cash payments.

3. In some operations, the catering outlet does not handle cash; instead, customers buy meal tokens outside of the restaurant in accordance with the number of menu items they want to order. For a variety of factors, though, the token system is not now utilised in industrial catering as frequently as it may.

First, there is the extra work involved in producing the tokens; second, tighter control is required to ensure that the meals are being exchanged for tokens and are not being given away to some customers for free; third, physical control is required so that today's meal tokens cannot be "recycled" for tomorrow's meals; and finally, the "impulse buying" factor is removed once a customer has selected the menu items and purchased the necessary number of meal tokens. In industrial catering settings, the adoption of cashless systems enables the production of detailed sales information for performance evaluation by management. Every report includes an audit voucher number that rises in strict numerical order with each report taken, allowing the continuity of all reports to be verified.

3 Facility Management

3.1 Introduction

3.2 Basic policies – Financial marketing and Catering

3.3 Organizing and Staffing

3.4 Control & Performance Measures

3.1 Introduction: FACILITY MANAGEMENT

Facility Management (FM) is a profession that combines many disciplines to ensure the build environment's functionality, security, productivity, and safety by combining people, places, methodologies, and technology.

In general, Facility Managers look after everything that keeps an association running. They work in a variety of settings, including offices, hotels, and clinics, sports and relaxation areas, coordination hubs, nursing homes, and educational institutions like primary schools, colleges, and professional research labs. Despite this wide distribution, though, discussions about workplaces typically jump right to what happens in particular in office settings. That is often not a problem, but keep in mind that the specific positions on the board will probably be greatly influenced by the concept of the organisation being discussed.

3.2 Basic Policies: FACILITY MANAGEMENT

3.2.1 Management

3.2.2 Financial

3.2.3 Catering

3.2.1 Management Policies: FACILITY MANAGEMENT

The Estates Department will function under a clearly defined organisational structure with distinct reporting relationships and roles for every employee.

The areas of service provided are listed below:

• Asset Management

• Building Maintenance

• Catering

• Cleaning

• Energy Management

• Porterage

• Reception Services

• Security

• Space Management

• Statutory Compliance (Health and Safety) Environmental Compliance

• Waste Management and Recycling

Key policies areas:

1 Asset Management

All assets assigned to the department will be maintained by the Estates Department. This will involve maintaining assets that need to be replaced because of wear and tear. Subject to the requirements established by the department, all assets will be replaced to match the same quality and standard as the existing ones.

All departmental equipment, excluding consumables, will be compiled into a non-fixed asset registry (Inventory) by the Estates Department.

The Estates Department will take into account a replacement programme that looks ahead five years to foresee replacement needs. It is possible to review this programme every three years. There will be a yearly replacement programme available. Each asset's annual servicing schedule will be reviewed and costed at the same time.

Specifications for standard furnishings, decor, and equipment will be created. It is necessary to choose a dollar amount for each year to be included in the annual budget schedule. Wherever possible, procurement will be employed.

2 Buildings Maintenance

The School's outside spaces, building services installations, and building fabric will all be kept in good condition by the Estate Department.

A five-year projection of the necessary maintenance can be made in a forward scheduled maintenance programme. A three-year update is possible for this. Prior to the end of each February, a more thorough and costed annual programme is to be presented in accordance with the budgetary timeline.

To enable management information on trend tracking and review, every reactive maintenance must be documented on the Estates CAFM system. The budget request for reactive maintenance should be based on this information each year.

3 Reception Services

In order to provide a warm, supportive, and responsive front of house service to all Students, Staff, and Visitors, the Estate Department will staff all Reception areas and collaborate closely with all School Faculties and Departments.

4 Cleaning Services

The Estate Department will staff all reception spaces and work closely with all school faculties and departments to ensure that all students, staff, and visitors get a welcoming, helpful, and responsive front of house experience.

5 Porterage Services

The Estates Department will provide a Porterage service for the removal of items around and from the building and the setting up of teaching areas and conferences.

6 Security Services

The Estates Department is in charge of overseeing all aspects of the School's estate security, including access, CCTV, and manned guarding. The main objectives are to create a safe and secure environment and lessen losses from theft and malicious destruction.

7 Statutory Compliance (Health and Safety)

The Estates Department will be in charge of ensuring that all laws, regulations, Acts of Parliament, and codes of practise are followed. The Department will see to it that these things are audited each year and that all School Staff has access to the findings online.

8 Environmental Compliance

The Estates Department is in charge of making sure that all environmental estate compliance requirements are followed and that all relevant data are kept in one location and accessible to everyone on the school intranet. All Green Agenda issues and returns will be based on this.

9 Waste Management and Recycling

All waste, trash, and junk produced by the school will be disposed of off-site by the estate department. Within the school's common areas, the Department shall plan and create processes for the collection and disposal of all types of litter.

The Department will look at recycling options and make recommendations.

For the management of controlled waste, the Department will ensure strict adherence to the Environmental Protection Act.

3.2.2 Financial Policies: FACILITY MANAGEMENT

Facility cost line is typically among the second or third most elevated of most organizations' consumptions. Therefore, facilities attract in a ton of the attention from the Financial Department. Consequently, to have a fruitful relationship with this office and with the Board, the Facility Manager can't leave monetary issues to the side. A Facility Manager should have abilities situated to the translation and show of monetary information, comprehension of the effect of his spending plan to the organization's financial estate and should likewise be acquainted with monetary 'language' and methods.

Superb Facility execution and a group team on quality service offered and quality make a strong foundation to achieve success inside the organization, yet by the day's end each business chooses around cash. Language, devices and methods utilized by the financial unit or team are essential and should be understood and utilized by Facility Managers.

As a base, a Facility Manger's monetary information should incorporate articulations like Immediate Liquidity Coefficient, Return of Investment (ROI), Net Present Value (NPV), Internal Rate of Return (IRR), Return on Capital Employed (ROCE), and so on This could be the hardest issue for a Facility Manager as the 'dialect' utilized by monetary experts to depict and oversee corporate money might turn into an insuperable snag for the unenlightened.

Enlisting, controlling and follow-up of building consumption is an indispensable interaction that keeps up with the office's financing and furthermore satisfies the commitment of mandatory reporting. Then again, a similar interaction gives valuable data on tendencies, opportunities and issues that a Facility Manager needs to settle on effective choices and which empowers him to clarify the explanation of any future move to be made. Accordingly, Facility Managers need to invest part of their work time understanding the book-keeping system utilized to satisfy the lawful requirements thus that budgets and assets are appropriately overseen and monetary data is created.

Appropriate expense planning and provisioning is a important for any Facility Manager. Fixed expenses can altogether cut unexpected costs. The absence of understanding of these issues can involve huge issues when organizations are searching for cost decrease. Good financial administration will help with anticipating future expenses through reference to past costs. This is a basic area inside the financial information any Facility Managers should use to help their planning and future making.

company’s success as a whole is depends upon a financial planning of any operational actions to take place and the control system designed to measure its results, but it is also important that one should not forget the Cash Flow, as it is a organization’s important mechanism for income and expenses control. As a result, and taking into account the huge amount of costs that derive from buildings and its services, it is concluded that Financial Management must be a matter of interest and concern for any Facility Manager.

3.2.3 Catering Policies: FACILITY MANAGEMENT

The Estate Department will be answerable for the arrangement of good quality catering administrations to the association.

A controlled way to deal with the arrangement of cooking administrations not set in stone and a proactive help will be created to guarantee that the quality and necessities of the associations are met. A program of inside examinations and audits will be attempted to guarantee quality and an incentive for cash. Protected and sterile food and drink are given to the association.

3.3 Organizing and Staffing

Facilities Manager / Director

Offices the executives can be employed in-house, that is by workers of the 'visitor' organisation, or it very well may be outsourced, implying that jobs and exercises are satisfied through an agreement granted to an expert outsider (to a greater degree toward this in the following area). Regardless of whether in-house or outsourced, the work of the offices supervisor (or FM: the two letters are applied to both the discipline and the experts) is normally very different.

The job shifts broadly from one association to another, however a Facilities Manager/Director transmit may cover a range of areas, for example:

• Cleaning

• Security

• Catering and Hospitality

• Reception Services

• Health and safety

• Portering and mailroom.

• Building maintenance (often shorthanded as ‘M&E’- Mechanical and Electrical services, but basically everything from ensuring the lifts work to managing the air-conditioning)

• Fabric maintenance (keeping everything from furniture to floors and walls in good repair)

• Relocation and internal movement of people within a building Environmental services, such as waste management and recycling

3.4 Control & Performance Measures: FACILITY MANAGEMENT

Control

As organizations face expanding uses for best-in-class infrastructure to stay in competition, controlling office facility management turns out to be more important. Strategic planning is important to adjust capital spending to financial plans and forestall misallocation of assets. While spending plans are normally constrained by individual divisions inside the association, there are steps each leader can take to contain costs. The following are four different ways facility management can handle spending.

Deterrent control methodology in support can assist with decreasing working costs and establish a more secure workplace. It works on the presentation of the hardware to create better quality item and reduces waste. Planning routine support drags out the life of the equipment and decreases the expense of repairs and untimely substitution. It helps unscheduled personal time and decreases the expense of additional time paid to workers reacting to the crisis for the two fixes and remuneration of lost creation time. Additionally, UPS support works on your organization’s reliability quality and builds consumer loyalty.

Performance Measures

Performance measurement is a part to which organizations have given a lot of consideration as of recently. Performance is viewed as a significant serious issue. In a facilities management (FM) setting, there is a wide scope of decisions in estimating office the executives execution mirroring the shifted idea of the field. The focal point of FM abilities and methods ought to be in the space that adds to the general administration of a business by relating convenience and backing foundations issues to business, monetary and individual rules. As FM is worried about all parts of the service delivery, research in this area attempts to review the condition of information on execution estimation in FM and looks to investigate estimation of service execution connected to the innovation process in organisation. The discussion on execution estimation centers around the benchmarking methods in estimating service and this drives the system of the FM service Performance measurement solution.

The paper examines internal and external benchmarking systems and their strengths and weaknesses. Exploring the possibility of applying a benchmarking technique in service performance measurement will be highlight.

The idea of performance measurement has changed in the course of recent many years. In FM the propensity to benchmark to industrial averages has prompted stagnation and a decrease in the reception of innovative practices. This concept inspects the condition of information on execution estimation in relation to their proficiency to drive the innovation process in organisation. The ideas basic current execution estimation is inspected comparable to their capacity to drive the development interaction in industry. The paper analyzes inner and outer benchmarking frameworks and their qualities and shortcomings. Investigating the chance of applying a benchmarking procedure in performance measurement will be highlight.

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Specialised F & B Service Management

Beverages Service
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January 2020 Edition
Author:
Dr. Deepa Prasad Venkatraman
Ulhas Chaudhari

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Food & Beverage Services Practical & Techniques
Paperback
January 2020 Edition
Author:
Dr. Deepa Prasad Venkatraman
Ulhas Chaudhari

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