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V.M.PATEL COLLEGE OF MANAGEMENT STUDIES, GANPAT UNIVERSITY, KHERVA
1 GENERAL
INFORMATION
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CONTENTS GENERAL INFORMATION: 1. Introduction 2. Executive summary 3. Company profile 4. History and development 5. management body 6. industrial mission 7. organization structure 8. Achievements 9. philosophy 10.
ISO 9001-2046 certificate
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INTRODUCTION
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COMPANY NAME
SAMRAT NAMKEEN LIMITED 178-1-B, Phase-1, G.I.D.C., Naroda, Ahmedabad 382 330 Gujarat, India. Phone : 91-79-22823329-32-84 Website : http://www.samratnamkeen.com
It’s A Real Experience Of Home
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EXECUTIVE SUMMARY In B.B.A training is very important. Such training is very helpful to increase the skill, ability and capacity of students. Through the training a student gets in to contest with various aspects and dealing of the firm and gets knowledge about industrial environment. It is a time in which, we can implement our theoretical knowledge in practical. Each and every department have very educated and trained people in marketing department. SAMRAT has certain quality, policy, philosophy, sales policy which is strictly followed by department. They believe in market as a world. Samrat has good human resource at present it has 260 employees working for it. SAMRAT faces a strengthen its human capital through continuous trainees. As a result, the companies’ industrial relation remains cordial at etc, plants through out the world. I have tried my level best to prepare the project report. During this training, I have collected all the information about the market situation of the company. We have given a brief explanation of the all project process. This project profile guidelines the factors concerning investment in manufacturing plans business shows.
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INTRODUCTION Indian food is known for its mouth-watering potentiality in the entire globe. Namkeen is a popular food item, savored by one and all owing to its spicy, crunchy and crispy taste. Samrat Namkeen Ltd. is a noted manufacturer, exporter and supplier of premier quality namkeen products. The eminent enterprise offers a wide range of healthy, hygienic and tasty namkeens such as Alu Wafers (salted), Alu Wafers (masala), Kela Wafers (Mari), Kela Wafers (masala), Farari Chevda-mola, Farari Chevda-thika, Sing Bhujia, Mung Dal, Bikaneri Sev, Ratlami Sev, etc. Incepted in the year 1979 as a small home-made eatables unit at Swaminarayan Temple, Narayan Ghat, Ahmedabad, Gujarat, the company established itself as a market leader by delivering unparalleled products at the most reasonable prices. Today, the Samrat brand posts a turnover of more than Rs. 15 crore, and reaches the length and breadth of India through a huge network. Our products are exported to the US, Middle East, South Africa and many other countries. The company has obtained memberships of the Snack Foods Association, USA, Agricultural & Processed Food Products Export Development Authority (APEDA), India, Gujarat Chamber of Commerce & Industry (GCCI), Gujarat International Trade Promotion Council, Ahmedabad Mithai & Farsan Association, etc. It also has export approvals from the Reserve Bank of India, and the Import Export Code. Samrat was the first of its kind to receive official permission from the Indian Railways to supply its products inside railway stations -- opening up for the brand a gigantic marketplace.
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FUTURE PLANS We will bring out more and more traditional food items of Gujarat in a modern packaged format, and offer them to taste-lovers everywhere. The company is planning to experiment and introduce more blend recipes that combine traditional Namkeens with popular food items from other States of India and with even Continental and European cuisines.
INFRASTRUCTURE We have a well equipped facility located at GIDC zone at Naroda, Ahmedabad which is armored with innovative technologies to manufacture world class items. The company possess automated machineries that help it to ensure smooth and efficient production. We reach the length and breadth of India through a network of more than 200 distributors and 35,000 retailers.
WHY SAMRAT IS CHOSEN? (REASONS FOR GROWTH OF SAMRAT) • • • • • •
Reputation based on quality, reliability and integrity Company USP defined by customer satisfaction and expansion of client base Meeting the exacting requirements of the customers and standards of the industry Production unit installed with the latest modern technology and facilities Team of experts to monitor the manufacturing process Top-notch quality products manufactured following stringent quality checks.
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COMPANY INFORMATION
Establishment Year: 1979 Firm Type Public. Ltd Phones (Office) +91-79-22823329-32-84 Fax +91-79-22823383 Nature of Business: Manufacturer Level to Expand: International Address 178-1-B, Phase-1, G.I.D.C.,Naroda AHMEDABAD - 382 330 (Gujarat) India
TOTAL AREA COVERED
The size of SAMRAT unit is according to the plants covered in that approximately there are 8 plants covering 5500 square feet’s Area covered by whole unit is 8500 square feet’s.
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1. COMPANY PROFILE
The story of Samrat Namkeen is sweet and simple. It began as a small home-made eatables unit at Swaminarayan Temple, Narayan Ghat, Ahmedabad, Gujarat INDIA in 1979. Wafers Sevs, Bhujias, Daals, Chavana, Cheevda made in ancient gastronomic traditions of Gujarat. The tastes were irresistible, the products are fresh, and the packing is hygienic. Customers responded enthusiastically. And in the following years, the company evolved continuously, dictated by customer demands and market trends. Today, Samrat is a snack foods conglomerate that manufactures 24 popular products. These products reach taste-lovers in every nook and corner of Gujarat. They are also exported quite successfully. Today Samrat is quoted as one of Gujarat's most inspiring scratch-to-riches stories. Not really surprising Samrat is quoted as one of Gujarat's most inspiring scratch-to-riches stories.
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A STORY OF GUTS & GOOD TASTE
1979. Mr. Jayshankar S. Vaid was young, and his mind was brimming with ideas of enterprise. Through the week, he scouts around for an entrepreneurial break. He visited and studied various industries weigh pros and cons. On weekends, Jayshankar indulge in what most of his friends thought was an unusual hobby -- making Nankeens. On those days, he had turned his kitchen into a virtual R&D lab for his experiments in Nankeens. Later, he would relish these with his family and friends Then one day, in a moment dictated by destiny, the thought struck him: why not turn the hobby into a business? After all, everyone likes to eat good things. Thus began Jayshankar's life as a Namkeen manufacturer. He was a modest man, but named his product 'Samrat', meaning 'King / Emperor’, because he was confident of its taste value. He himself prepared the Nankeens, pack them and supplied to homes nearby. There was no way that such conviction could lose. Today he employs more than 210 people and more than 23 sumptuous food items are marketed under the Samrat brand.Today, he has taste experts, foods scientists, management veterans, and a network of marketing channels, to take the Samrat brand far and wide. But there is one aspect of his business that he still directly controls -QUALITY. And this is the reason why Samrat products still retain their home-like crunchy taste and freshness.
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3. ORGANISATION STRUCTURE In Samrat the Line Sales Organization Structure is being used. The line organization is the oldest used in similar firms and in firms with small numbers of selling personnel. The chain of command runs from the top sales executive down through subordinates. All executive exercise line authority and each subordinate is responsible only to one person on the next higher level. Responsible is definitely fixed and those charged with it also make decision and take action. Lines of authority run vertically through the structure, and all people on any oneorganization level are independent of all others on that level. The line sale organization sees its greatest use in companies where all sales personnel report to its chief sales executive. In this company this executive often is preoccupied with active supervision and seldom has much time to devote to planning or to work with other top executive. Occasionally however the line sales organization is use where more than two levels of authority are present. In the line sales organization Regional Sales Manager reports to the General Manager of the sales Department and the Area Sales Manager reports to the Regional Sales Manager of the sales Department and the senior and the Junior level Sales Executive repots to the Area Sales Manager of the Sales Department. The basic simplicity of line organization is the main reason for its use. Each department member reports to only one superior, so problem of discipline and control are small. The lines of authority and responsibility are clear and logical and it is difficult for individual to shift or evade responsibilities. Definite placement of
11 authority and responsibility saves time in making policy change in deciding new plans and in converting plans into action.
The simplicity makes it easy for executives to develop close relation with sales persons. With this working atmosphere it is not surprising that executives who come up through a line organization are frequently strong leaders. As the typical sales department has few organization levels administrative expenses are low.
The greatest weakness of the line sales organization is that so much depends upon the department head. The head needs outstanding ability and rare qualifications and should be well versed in all phases of sales management for there are no subordinates with specialized skills and knowledge. Even if the head is an all around expert there is insufficient time for policymaking and planning since rigidity of the line structure requires that a great deal of attention be given to direction of sales operation. The head often must make decision and take action without benefit of planning. Under such condition results are often disappointing.
The sales-department structure is consists of eight levels. There are different positions are located at different levels. They have different kind of responsibility according to their level. It is shown in the figure below.
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SALES DEPARTMENT STRUCTURE
Managing Directors
General Managers
Regional Managers
Area Sales Managers
Sales Executive-Senior
Sales Executive-Junior
Sales Coordinator
Line shows who orders whom?
Peons
reports whom?
Line shows who
13 Here as shown in figure there two types of lines are shown. The line with upward direction shows who orders whom?
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SALES MANAGEMENT AND NATURE OF DIFFERENT POSITIONS “Sales Management” originally referred exclusively to the direction of sales force personnel. Latter the term took on broader significance in addition to the management of “Sales Management “ meant management of all marketing activities including advertising sales promotion, marketing research, physical distribution, pricing, and product merchandising. Objective of sales management From the Samrat company point of view there are mainly three objectives of sales management: 1. Sales volume 2. Contribution to profits 3. Continuing growth Top management has the final responsibility because it is accountable for the success or the failure of the company. Ultimately top MD is accountable for the supplying an ever-increasing volume of “socially responsible” products that final buyers want at satisfactory prices. Top management delegates to marketing management which then delegates of sales management sufficient authority to achieve the three objectives. In the process objectives are translated into more specified goals are broken down and restated as definite goals that the company has a reasonable chance of reaching. Once these goals are finalized it is up to sales executives to guide and lead the sales personnel and middlemen who play critical roles in implementing the selling plans. Sales managements then is influential in charting the course of future operations. It provides higher management with informed estimates and facts for making marketing decisions and for setting sales and profit goals. Largely on sales management appraisal of market opportunities targets are set for sales volume gross margin and net profit in units of product and in dollars with benchmarks of growth projected for sales and profits at specific future dates.
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SALES MANAGEMENT AND FINANCIAL RESULTS Sales management and financial results is closely related. Financial results are stated in terms from two basic accounting formulas: Sale-Cost of sales = Gross margin. Gross margin-expenses = Net profit Sales management influences the “numbers cranked into these formulas.” Sales, gross margin, and expenses are affected by the caliber and performance of sales management and these are the major determinants of net profits. Sales executive as coordinator Optimum marketing performance in terms of sales volume, net profit, and long term growth requires coordination and sales executives play significant roles in coordinating. Sale executive have responsibilities for coordination involving 1. The organization 2. The planning 3. Other elements in selling strategy. Inside the sales department from the department head on down all sales executive are responsible for coordinating the organizational units under their control in sales department that function smoothly generally democratic administration is the rule. All subordinate affected by a decision are consulted in advance and are allowed to participate in making it thus reducing the tendency to resist directive is issued by superiors. The sales executive having specialized knowledge of the market and of the capabilities of the sales force is involved in achieving coordination in marketing objective and drafts plans that achieve desired results at optimum cost sales executive determine the elements that make up the marketing program.
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The sales executive as a member of the planning group seeks to secure a marketing program that is both appropriate for market conditions and results the probable contribution of the sales force. Sales executive are involved in coordinating other promotional efforts with the personal selling effort. Pont of purchase displays for example are sets up in retail stores where customers will see them at the precise time that tie in advertisement appear in national and local media. It is the job of the sales force to achieve this timing and coordination. In a similar manner, a sales personnel alerts dealers to special coupon or sampling efforts so that they can benefits from heightened customer interest. Nature of sales management position The requirements of the sales executive’s job vary from company to company and from position to position within companies. However in Samrat Regional sales manager, Area sales manger, senior sales executive, junior sales executive and coordinator are there in the sales department. Some companies have formulated concise statement of duties associated with various positions. Regional Sales Manager The Regional sales manager reports to the General manager of the company. The primary objective is to secure maximum volume of rupees sales through the effective development and execution of sales program and sales policies for all products sold by the division. The Regional sales manager takes the initiative in establishing short and long range goals of the division and in collaboration with marketing executives, sets a goal, profits, growth, and other goals. The Regional sales manager establishes an effective plan of organization and method of controlling the activities of members of the sales organization that will provide sufficient time for carrying out the full line of department responsibilities.
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The Regional sales manager develops effective working relationship with other department’s heads and the general manager so that significant sales developments can be translated into appropriate course of action. The Regional keeps the General Manager of the company informed on sales results and future plans of operation. The Regional sales manager establishes a system of communication with others sales personnel that keeps them informed of overall department sales objectives results and problems and keeps the other informed of their needs and problems. The Regional sales manager provides for the training of new personnel so as to achieve high-level performance in the shortest possible time. The manager sees if there is any adequate supply of sales executive talent for replacement up through and including the sales manager own positions. The Regional sales manager consults with the production manager so that production rates and inventories are geared as closely as possible to actual sales needs. The sales manager review and approves sales and expense budgets and evaluates periodically the performance of sales activities in relation to budgets and sales goals and takes such corrective actions as are required. The Regional sales manager delegates authority and develops control records and performance standards to permit a proper balance of time spent of the various activities in this jobs description. Area Sales Manager The Area sales manager reports to the Regional sales manager of the company.The main objective is to obtain maximum rupees sales of the company products in the sales area in accordance with established sales policies and sales programs within limits if the sales budgets. The Area sales manager is responsible for the effective deployment of selling efforts and the maintenance of good trade relations in the assigned area.
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The Area sales manager evaluates the sales opportunities in the area and assign territories that have equitable work loads and that permit minimum travel costs so as to secure maximum rupees sales at minimum costs. The Area sale manager assists and supervises sales personnel in maintaining and improving the company competitive position and in handling special sales or competitive position and in handling special sales or competitive problems. The Area sales manager forecasts short term sales of the Area and works with sales executives in estimating future sales in their territories so that accurate sales budgets and sales quotas can be developed. The Area sales manager reports on significant sales or competitive developments that may affect the company futures. The Area sales manager is responsible for the efficient administration of the Area office operation and warehouses and stock facilities in accord with established policies and procedures. The Area sales manager studies and analyzes the plants program and policies originating in the home office and interprets them to sales staff so that these plans program and policies can be coordinated in the Area activities. The Area sales manager communicates to the Regional manager and the top administration any information about customer and market or about customers and markets or about of personnel that should be of interest to them. The Area sales manager maintains membership in professional organizations whose activities are of interest and concern to the division so as to promote better customer relations and develops intelligent sources.
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Function of the Sales Executive Sales Executive in the Samrat Enterprise come at the level 6 to 7 that is 6 for Senior level Sale Executive and 7 for junior level Sale Executive. Effective sale executive are well above average in initiative and personal drive. Effective sales executive plan and implement their own self-development programs and setting definite career goals is essential. They harmonize their own foals with those of the organization. Effective sales executive accept responsibility for all activities related to their position but they avoid becoming indispensable. Indispensability is undesirable for both the executive and the company. For the sales executive it means blocking opportunities for promotion for the company it means that too much is being staked on one individual. One-way to avoid becoming indispensable is to practice and advocate delegation of authority and effective sales executive. Effective sales executive are highly qualified as problem solvers and decision makers. Consequently sales executive guard against taking too many of their problem to top management. This level sales executive keeps top management informed on important decisions and the department plans and accomplishment. They transmit all ordinary reports promptly and special reports when appropriate. They exercise restraint in reporting their own activities but they see that their superiors have all the information needed to evaluate their personal effectiveness. Their reports ensure that top management knows in broad outline the problems encountered in selling the company products. In the ideally organized sales department wasted motion a duplication of efforts would be eliminated friction would be minimized and cooperation maximized. Dynamic characteristic inherent in marketing preclude the achievement of such perfection. But the sufficient attention is given the sales organization.
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In the Samrat Company the Samrat Enterprises does all the sales organization works. In this structure of the organization is formed of different levels. This levels are divided from 1 to 8 that is 1 is the M.D. of the company (owner of the company), 2 is the General Manager of the company it does the work of making the new policies for the company new area to explore by the company to increase the profit of the company, 3 for the Regional Sales Manager it’s work is to look after the Region (for e.g. Gujarat state) assign to it all the sales related programming done in this comes under Regional Sales Manager, 4 Area Sales Manager it’s work is to take order from the Regional Sales Manager and to give the order to the Senior level Sales executive, 5 Senior level Sales Executive is to does under the Area Sales Management , 6 Junior level Sales Executive works under the Senior Sale Executive and Area Sales Manager, Second last is the 7 Coordinator and the last is 8 that is the peons.
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MANAGEMENT BODY
WHOLE TIME DIRECTOR: -
Mr. Bhavin J. Vaid (Director) (Mobile:+919879550300) DIRECTORS Mr. Navinbhai V.Panchal AUDITORS Mr. Haresh S. Kansara BANKERS BANK OF BARODA State Bank Of India Sarvoday Co-Operative Bank REGISTER OFFICE SAMRAT NAMKEEN LIMITED 178-1-B, Phase-1, G.I.D.C., Naroda, Ahmedabad 382 330 Gujarat, India. Phone : 91-79-22823329-32-84 Website : http://www.samratnamkeen.com
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INDUSTRY MISSION: Continuously innovate to remain partners in human progress by harvesting engineering and technology in the machinery domain. INDUSTRY VALUE: Integrity respect for people unity of the purpose outside in focus, agility and innovation. INDUSTRY VISION: Be a globally preferred business associate with responsible concern for ecology society and shareholders values. QUALTY POLICY: “We at SAMRAT Are committed to meet customers ‘requirement Through continual improvement Of our quality management systems. We shall sustain organizational excellence Through visionary leadership and innovative efforts”
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ORGANISATION STRUCTURE BOD
PRODUCTION DEPARTMENT
PRODUCTION MANAGER
MARKETING DEPARTMENT
ADVERTI. MANAGER
SALES MANAGER
FINANCE DEPARTMENT
A/C & FINANCE MANAGER ACCOUNTANT
PURCHASE MANAGER
WORKERS
ADV.OFFI.
SALESMAN
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PRISING POLICY Price is one of the important elements in the marketing mix. A pricing policy provides guidelines to the marketing manager to involve appropriate pricing decision. A “price” for a product or services refers to the amount of money need to acquire that product or services. In competitive business marketing manager strive to establish pricing policies for good or services to meet certain objective. Pricing is decided by great wise ex-works selling price. There are different great of each machine. Pricing is the main factor of the product. Price is the marketing mix element that produces revenue. It is one of the most flexible elements also. No one choose price by any way. Companies handle pricing in a variety of the way. In small company the prices are obtain set by the company’s boss. But in the large companies, pricing is handling by the division and product manager. SAMRAT namkeen have stable price policy. SAMRAT doesn’t ready to compromise with their quality of products. So they have fix price policy. Their price is not much costly but it is suitable to their products. Their price is reasonable also.
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PHILOSOPHY CUSTOMER FRIENDLINES: Company’s approach has always-lean customer friendly and flexible to accommodate, update and innovate to be in tune with the times. QUALITY: Total quality management… people, technology, product and services. RELIABILITY: Committed to performance right first time, on time, every time. CUSTOMER CARE: i. ii. iii. iv.
Best services Finest products Quality deals Delivery on schedule
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V.M.PATEL COLLEGE OF MANAGEMENT STUDIES, GANPAT UNIVERSITY, KHERVA
2 PRODUCTION
DEPARTMENT
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CONTENT
PRODUCTION DEPARTMENT: 1. Introduction 2. Products 3. Production process of the machines 4. Units 5. Controls 6. Productivity
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INTRODUCTION
PRODUCTION DEPARTMENT: Mostly all manufacturing units having different production process of any unit may be mostly depend upon the size and nature of the industry any quality of the raw material machinery and technology is used in this production. The production process may be shorter or longer. In small scale industry the production process may be shorter but on other hand in large scale industry the production process may be longer. In large scale industry the longer production process may suffer many practical problems at the time of production. Mostly the higher reliable company uses production process that contents the high technology, super power machinery, and very fast and latest components.
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PRODUCT RANGE Samrat Namkeen Ltd. is a renowned manufacturer and exporter of more than 24 lip smacking products. The company offers a whole range of spicy, scrumptious taste experiences that satisfy connoisseurs and common people alike. Our catalog of products include: Alu Wafers (Salted) Alu Wafers (Masala) Kela Wafers (Mari) Kela Wafers (Masala) Farari Chevda-mola Farari Chevda-thika Sing Bhujia Mung Dal Bikaneri Sev Ratlami Sev Alu Sev Chavana-tikha
Chana Dal Chana Jorgaram Lasan Sev Ganthia Tum Tum Dal Moth Bundi-tikhi Bundi-moli Nylon Sev Sada Sev Chavana-mola Khatta Mitha Mix
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DELICIOUS PRODUCTS We develop our innovative recipes after consulting with experienced chefs and gourmets from around the country. The company follows stringent quality control procedures at every level of its production process to ensure flawless production. We are backed up by a team of experienced chefs who possess the magical power in their hands to prepare mouth-watering recipes for mass consumption.
HEALTH AND HYGIENE All our products are manufactured under healthy and hygienic environment. The pulses, grains and fruits are sourced from Western India's best markets on peak seasons, and kept in scientific storage. Our automated packaging unit enables long-lasting freshness & total hygiene of the products.
PACKAGING We offer our products in attractive and air tight packaging that not only protect our products from any sort of contamination or damage but also keeps the freshness and taste of the products for months. The date of manufacturing and expiry date is printed in bold letters on the packet so as to inform the consumers regarding the authenticity of products.
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2. PRODUCT PROFILE Products Today more than 25 lip smacking products come out under the Samrat brand. Alu Wafers (salted), Alu Wafers (masala), Kela Wafers (Mari), Kela Wafers (Masala), Farari Chevda-mola, Farari Chevda-thika, Sing Bhujia, Mung Dal, Bikaneri Sev, Ratlami Sev, Alu Sev, Chavana-mola, Chavana-tikha, Khatta Mitha Mix, Chana Dal, Chana Jorgaram, Lasan Sev, Ganthia, Tum Tum, Dal Moth, Bundi-tikhi, Bundi-moli, Nylon Sev, Sada Sev, a whole range of spicy scrumptious taste experiences that satisfy connoisseurs and common people alike. What is more, though Samrat Namkeens are eaten and relished as they are by hundreds of thousands of people, we have gone a step ahead, and created a whole range of blend recipes (where Samrat Nankeens are blended with other popular recipes to create new dishes). These innovative recipes were developed in consultation with chefs and gourmets from around the country. You can replicate these blend recipes at home, and add more spice to your home life.Or, if you are a restaurateur, you can use these imaginative blends to attract more customers.
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V.M.PATEL COLLEGE OF MANAGEMENT STUDIES, GANPAT UNIVERSITY, KHERVA
3 MARKETING
DEPARTMENT
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CONTENT MARKETING DEPARTMENT: 1. Introduction 2. export market 3. Distribution decision 4. SALES PROMOTION AND advertising 5. marketing research 6. public relations
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INTRODUCTION MARKETING DEPARTMENT: Marketing department includes purchasing, selling and advertising. Today era is of competition and advertisement. Mostly in all products and services there is competition different types of advertisement are branded on the minds of customers. According to Philip kotler ‘the marketing concept is a consumer orientation backed by integrated marketing aimed at generation customer satisfaction as the key to satisfy organizational goals. SAMRAT Namkeen is a unit of which producing machines. It has national market particularly in the files of SAMRAT Namkeen. SAMRAT has received to continuous exports award from Gujarat government of the years 2004-05. The unit has been direct contact dealers in India and separating marketing department of the unit.
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EXPORT MARKET In the highly discerning export market. SAMRAT has been doing substantial volumes of business. This has been made possible due to the visionary thinking and dedicated approach of the management. Backed by an unfailing commitment to excellence at every level as well as the ability to keep pace with the changing needs and technologies. SAMRAT exports a wide range of products to approximately 2 or 3 countries. Major 3 markets are mosko, Myanmar and UAE, which accounted for approximately 54%, 19% and 8% respectably of total exports. With growing international competitiveness. SAMRAT is able to make deeper in roads in global markets.
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DISTRIBUTION DECISION Generally company defines the distribution channel according to its different purposes. But sometimes the company selects the channel according to its budget and management bodies. For selling products company had appointed dealers at one district and main branch at state level. Distribution system can be divided in to two parts, they are following: 1. physical distribution 2. channel of distribution physical distribution: Physical distribution looks after physical handling of goods and assures maximum customer service. It aims at offering delivery of right goods at the right time and place to customer. It covers following points. channel of distribution: “They lead, they follow, they control, they conflict, they co operate” is said about the marketing channel system. It is very true because the channel of distribution is most powerful element around the marketing mix element. The main objective of channel of distribution is no reduce the certain gaps in which the distribution process. We first have to study the channel process and types to study its management. Usually there is four of channel used. i.e. level ‘0’ level ‘1’ level ‘2’ level ‘3’. They are: -
Level ‘0’ Producer
Producer
level ‘1’ Producer
Retailer
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Level ‘2’
level ‘3’
Producer
Producer
Wholesaler
Stockiest
Retailer
Retailer
Consumer
Consumer
So far as Samrat namkeen are concerned. It has adopted indirect method of distribution. This had general level of distribution. Which are under: -
Producer
Distribution
Wholesaler
Retailer Consumer
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This unit considered the following factors while selecting the channel of distribution. 1. 2. 3. 4.
Experience of product selling Payment period Financial soundless Delivery time etc.
SAMRAT has own three trucks for transportation of its products to other states .it has also its own stream boiler for the stream. So far as the distribution decision is concerned first of all this unit considers the backward areas and villages. Then after it come in to city areas. Because this unit’s view point in to make the base straightly and then after to cover the whole area.
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SALES PROMOTION & ADVERTISING Company promotes its sales by various ways like advertising, discounting, and prizes etc. but only company can increase its sales which attract the people very most by new ideas and ways. Company had increased its sales easily by following ways. Those ideas are following: -
Advertising Television Magazines Sponsoring programs Relations Public services E-commerce Radio
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MARKETING RESEARCH
Marketing research is systematic design, collection, analysis and reporting of data finding, relevant, to specific marketing situation facing the company. Learning, something more about consumer dealers and about marketing mix is the heart of the if the marketing research. It is an invariable tool in decision-making bases of scientific investigation and analysis of marketing problems. SAMRAT Namkeen does not follow any process of marketing research. Therefore they have any expenses after it. They are always in contact with the agents wholesalers who also provide marketing information to them
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41 PUBLIC RELATIONS Generally most of the companies are become favorite and well known by providing best facilities and best goods at a cheap rate and less prices than other companies. This company had adopted this idea and become popular in short time. There are many partners in this company. So most of the locally public very well knows that the company produces highly reliable products at cheap rates. But it is not public company. So relations are not so easily increased by company at national & inter national level.
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V.M.PATEL COLLEGE OF MANAGEMENT STUDIES, GANPAT UNIVERSITY, KHERVA
4 PERSONNEL
DEPARTMENT
CONTENT 42
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HUMAN RESOURCE DEPARTMENT: 1. Introduction 2. Time keeping system 3. Recruitment 4. Selection policy 5. Induction policy 6. Promotion policy 7. Demotion policy 8. Transfer policy 9. Training and development policy 10. Appraisal system 11. Wages and salary administration 12. Recreational facilities 13. Infrastructure 14. safety 15. System of handling government department 16. System of handling grievance (chaotic environment) 17. medical 18. Welfare activities in detail 19. I.R. and H.B.L. 20. Training programmes
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44 INTRODUCTION HUMAN RESOURCE DEPARTMENT: The management of people can be said a process of your steps “getting, preparing, activating and keeping them “. The file of human resources management i.e. human resource management is a very complicated and changeling task for organization. Personnel hold a key place in the industry. The success of business also mainly begun of to a large extends on the quality of personnel. Moreover the growth of business depends on the willingness and ability can exists and functional without employees.
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45 TIME-KEEPING SYSTEM Recording each and every attendance within the organization is known as time keeping records. The time system should be maintained in office for proper function of the administration generally the shift are 8 hours. In SAMRAT Namkeen proper register is maintained for each employee coming and going records are being maintained in touch namkeen the shift are as follow: 8:00 Am to 8:00 Pm. The shift of recess time is 12:00 Pm to 1:15 Pm and the shift of 4 hours is overtime to it in 4:00 Pm to 8:00 Pm. Daily attendance are to be taken.
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46 RECRUITMENT Recruitment and selection policy is to recruit and promote most suitable person. Suitability of candidate is to be judge by senior officer based on his
⇒ Academic qualification ⇒ Experience in and outside Samrat. ⇒ Nature of experience ⇒ Interview performance ⇒ Suitability for the post ⇒ Potential for future development Direct Recruitments at Lower Management Level P&A / finance = graduate + PG DIP from IIMs with specialization in personnel managements / finance may be included based on campus selection, in G2” as asstt.officer.
Procedure for Feeling The Post By Recruitments ⇒ ⇒
Vacant position to be operated only when becomes necessary. MD approved shall be obtained before initialing recruitments action. ⇒ Recruitment to various post will normally be made for the followings source: EE as per provision of EEC Act 1959. By advertisements or on Nepune’s website. Campus selection form premier instructions. APP/Trainee On contract for a specified period. By deputation from other organization. Consideration Data bank application by touch namkeen based on job application directly
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SELECTION Generally selection is the process by which the qualified personnel are chosen from the applicants who has offered them for jobs in the organization. Selection procedures the most important function of personnel management because it chooses the most qualify persons and by which organization can achieve its objectives. Following are the main steps of efficient selection of the employees. 1. Preliminary interviews 2. Application banks 3. Selection interviews 4. Employment interviews 5. Checking of reference 6. Group discussion 7. Physical examination 8. Placement. SAMRAT is a partnership firm or medium scale unit. So they do not use any scientific selection procedure but had adopted policy.
Employment offer Physical Examination Testing Reference:&credit Check
Relative Degree of Helpfulness
Interview
Formal Application
Expenses Preliminary interview & Preinterview &screening
Reject Time
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INDUCTION PROCESS Who is candidate is finally selected he is issued the appointment and is asked to join the organization. Induction process is the process of inducting a new employee in an organization. And rules and regulation of company should be understood to him. He should be introduced with the employees and welcomed as a member of family of the organization. SAMRAT Namkeen not using any specially induction process, but they follow simple induction programmer by introducing new employee about information is provided so that he or he can adjust himself easily with the organization.
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PROMOTION POLICY It refers to a change from one job to another that is better in terms of status and responsibility. In other words “advancement within an organization is ordinary called promotion “it is vertical movement of the employee from one post to another post. Generally promotion is made from lower level to top level management. Generally promotion bases on seniority, ability, and work performance’s in this unit they give importance as well as seniority. It means they give importance to all things to give employee promotion.
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DEMOTION POLICY It refers to the movement of an employee from top level to bottom level with involving some substantial change in his duties, status, salary, authority etc. Demotion exists in some special cases. • When the employees punished by company. • When he had done work which carry on company to loses and many special kinds. SAMRAT NAMKEEN has not adopted any special demotion policy top level determines the demotion policy of any employees.
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TRANSFER POLICY It refers to the movement of an employee from jobs to another without involving and substantial change in this duties, responsibilities, skills, status, and compensation. Transfer exists in some special cases. To purpose of requirement of second business unit of employees. The transfer may be exists from one unit to another unit. While in case of punishment also transfer may be exist. In present the transfer is also make to give employee new environment. SAMRAT NAMKEEN has not adopted any special transfer policy.
TRAINING & DEVELOPMENT
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52 SAMRAT NAMKEEN always believes to make their man power higher skill personnel so that efficiency of personnel can be increased and that in turn to benefits of namkeen. For training and development of workers and employees company had arranged two programs. We can say that company is very helpful to workers for development of them. These programs are arranged every year after monsoon. 1. Workshop program – for training – in august 2006. 2. Information seminar – in November 2007. Skill developments It is done for the person who is directly recruited from collage of study. So they just have bookish knowledge into practical work training is given.
Trainings for Existing employees They develop skill among employee for new expansion, developments of firm, projects works, medication, change in process etc.
Redevelopments: it mean they are job of different departments to a persons will go for instruments plants etc. so this is the kind of redevelopments where the person is being put in various departments. Purpose is to make him perfects in every kind of activities. Which makes him confident & would increase satisfaction & the person does not get tier out his job. Job relation: They rotate the person in their own departments like example in personal departments person working in welfare will be transferred to transport of industrial relation (IR). IR will look for other departments like administrative work. So this way they get knowledge of every department. Immunization
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53 APPRAISAL SYSTEM In SAMRAT NAMKEEN, as per the corporate policy, appraisal is done by concerned colleagues, head of department using 360 degree method. The appraisal is then submitted to the corporate office. In this system. If employee’s performance is good then that sets the example for other employee’s. At the end of the year and based on the appraisal done the increment and promotions are decided from the corporate office. The whole process and the documents remain confidential. This annual increment and promotion system are called as appraisal system.
WAGES AND SALARY ADMINISTRATION The touch namkeen or any other industries the wages and salary are being fixed or determined on the basis of:
Performance of the employees.
Ability to work.
Regularity in work.
Profit of the company.
In touch namkeen the employees are given 100 Rs. 100 for the working in one shift. The employees are giving 4 hours overtime facility and the employees are given 150 Rs. For extra working hours. They have worked for fully 8 hours. Thus this way the wages and salary administration is done. Touch namkeen gives salary as above.
New employee 1500 – 2000 Rs.
Sámi-trained or experienced: 3000 - 3500 Rs.
Trained or senior: 5000 - 5500 Rs.
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54 RECREATIONAL FACILITIES
For promoting and enjoying Employees Company provide them many facilities. They are following. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11.
Transport facilities Centain Clean air and necessary environment Temple Parking Housing Incentives Parlous. Park Crèches facility Special facility
INFRASTRUCTURE
The organisation shall determine, provides and maintain infrastructure. Need to achieve conformity to product requirements.
the
1. Building, workspace and associated utilities. 2. Process namkeen. 3. supporting services
SAFETY
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55 PERSONAL PROTECTIVE NAMKEEN They are divided into two types.
Respiratory protective devices The air we breathe is sometimes contaminated with dust vapors, toxic fumes or gases. Various types of respiratory protective namkeen are provided which enables as to breathe in an uncontaminated atm. even in presence of contaminant.
Non-respiratory protective devices 1. Eye protection 2. Head protection 3. Hand protection 4. Foot protection 5. Body protection 6. Hearing protection 7. Safety belts.
SYSTEM OF HANDLING GOVERNMENT DEPARTMENT As per the SAMRAT NAMKEEN rules and regulation. Concern branch have to take care of the government. And especially whatever requirement of the particular state of the government that knows that state branches, so they have to take care of this. And for that every concern branch has the concern person who takes care of this. These all are under corporate policies so periodically corporate office whenever wants to make an enquiry and verification of the chanson branch or a concern person that time the corporate office will do.
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56 SYSTEM OF HANDLING GRIEVANCE SAMRAT NAMKEEN has no trade unions. but again there was no problem cause of unity. There is some arrangement for grievance also. if employee have any kind of problem or dispute then I that case he can contact or his supervisor contact him and try to solve that problem or root level only. If he is not able to solve that problem. then he can discuss with chanson department head and then after they can contact his manager or plant manager , or even there is every Saturday there is meeting they can discuss over their also .and after this process the problem was definitely solved. These processes are going on from last three years but there was no grievance or no strike or no lockouts. And cause of this system the employees are also happy and Samrat namkeen has three branches and all three branches followed by these system only.
I.R. & H.B.L. I.R. is industrial relation and H.B.L. is house building loan. I.R. is maintaining trough good relation with the union. That department is taking care of legal activities, fatal accident, normal accident, theft, misbehave, misconduct, high absenteeism, etc. H.B.L. is given to the employee for the construction, renovation, purchase of house. And there rate of interest is only 5.5% per annum. They are also giving car loan, convenience loan, and personnel loan. The loan is given on the basis of the basic salary.
TRAINING PROGRAMMES 56
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With an objective to change the ability of the farmers to identify constraints in agricultural and to evaluate means of alleviating the constraints through technological change, a number of training programmes are organized at Mehsana. These training programmes include topics like recent advances in agriculture, home science, health care and allied fields. Training programmes are also organized for sales point personnel of Rural Cooperative and Farm Women. More than fifteen hundred farmers are imparted training every year.
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V.M.PATEL COLLEGE OF MANAGEMENT STUDIES, GANPAT UNIVERSITY, KHERVA
5 FINANCE
DEPARTMENT
CONTENT
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FINANCE DEPARTMENT:1. Introduction 2. Chart of account department 3. Organization chart 4. Significant accounting policy 5. Payment & receipt mode 6. Financial planning 7. Capital budgeting
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60 INTRODUCTION] FINANCE DEPARTMENT: Finance is essential for any unit established at large or small scale. Finance is blood of industries and without it is the firm even can not runs more than one day. Raising finance through right issue debenture, bonds and other public deposit and general practice of big firms. Finance is base of any industries without sound finance base no company can run smoothly. So to acquire enough finance managers the many management of working capital fixed assets coming under the umbrella of finance. Today more sheets is gives to finance management. Because of whole thing it there is any manipulation in finance company may be disaffect in future, so now days executives think over it how to run the company with maximum investment and finance so to cope up these entire requirement is very necessary finance also reveal capital structure, finance lanning etc. Financial techniques are very useful to find out overall ratio of firm profitability, finance reveals or published true statistical data how the firm collection money and how the money collection utilized is known through financial management financial statement disclose the position of company at present. Finance involves so many functions like investment decision. Investment decision on include capital, working capital management financing division the concern of the financing decision is with financing mix or capital dividend policy decision the main two approach and wealth maximum approach this finance involve rest area of planning and organisation. Here in this unit historical cost conversation is used on whole according system is an accrued basic for companies’ act 1956.
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61 CHART OR MODEL OF ACCOUNT DEPARTMENT ACCOUNTING MANAGER
ASSISTANT MANAGER
CASHIER
CASHIER
PETTY CASHIER
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62 SIGNIFICANT ACCOUNT POLICY (AS REQURED U/S 145 OF THE I.T. ACT. 1961)
METHOD OF ACCOUNTING The accounts have been prepared under the historical cost convention and on the basic of a going concern. Accounting policies not specifically referred to be consistant and consonance with generally accepted accounting principle. The mercantile system of accounting has been followed.
FIXED ASSETS AND DEPRICEIATION Fixed assets are recorders are cost of acquisition or contraction and installation less depreciation provide there on. No revaluation of fixed assets made during the year. Depreciation on assets is provide on WDV method and at rates specified under the IT act, 1961.
INVENTORIES The inventories are valued at cost or market value whichever is less, as valued and taken by the assets.
INVESTMENT Investment as known as balance sheet is stated at cost of acquisition plus accrued interest there.
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63 INCOME AND EXPENDITURE Generally expenses and income to the extent considered payable and receivable respectively as accounted for on accrued basis on time pro-rata basis with keeping in view the materiality concept. On the basis of materiality concept test check we had and explanation given to us the significant accounting policies are mentioned here above. Wherever external evidence was not available we have relied on the internal evidence prepared and authorized by the assesses. Debit and credit balance of the parties as shown in the balance sheet are subject to confirmation and reconciliation.
MEANING OF ANALYSIS & OBJECTIVES OF THE 63
64 STUDY Analysis of statement means such a treatment of information contained in two defined financial statement of methodical classification, comparison, raising pertinent operations and the seeking answers of them. Financial statement should be analyzed carefully as different people use this statement to satisfy set the adjustments and balance the incomes and expenses. A manager uses financial analysis to make necessary future decision based on the past data study. Also, these analysis are helpful in deciding profitability and in turn soundness of the business. An investor would like to study financial analysis to determine the safety and return on his or her investment. Different parties related to the company look at the company form their respective points of view, but the general objective is to look for 1. Profitability 2. Financial conditions However, sometimes the absolute value of the financial statement and analysis do not give the trend and hence, the external analyst has no rely on the published insufficient information.
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65 RATIO ANALYSIS Ratio represents the numerical relationship between two numbers. Ratio analysis of statement stands for the process of determining and presenting the relationship among various accounting items in the statements. When relationship among accounting data supplied by financial statement is worked out, they are termed as accounting ratios. Importance & Uses Of Ratio A ratio is a statistical yardstick that provides a meaningful relationship between two accounting figures. Ratio analysis of financial statement extends for the process of determining & presenting the relationship of items and group of items in the statement. There are several ratio which an analyst can employ, but the type of ratio he would preciously use depends on the purpose for which the analysis is made. A creditor would like to know the ability of the company to meet its current obligation and therefore would think of current and liquid ratios, turnover of receivable. Coverage of interest by the level of the earnings etc. a manager would like to know the operations efficiency and would think of such ratio or return on the investment, net profit to sell, etc. investors will be interested in such ratios as the earning per share, book value per share and dividend per share. ADVANTAGES OF RATIO ANALYSIS: 1. Ratio analysis facilities the comprehension of financial statement & evaluation of several aspects such as financial health, profitability and operational efficiency of the undertaking. 2. Ratio analysis provides interfere comparison to measure efficiency and helps the management to take remedial measures. 3. Ratio analysis is also helpful in forwarding corporate sickness and helps the management to take excessive action. 4. Trend analysis with the use of ratios helps in planning and forecasting. 5. Ratio analysis helps in inventory decisions in the care of investors & lending decisions in the care of the bankers and financial institutions.
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66 LIQUIDITY RATIO This ratio measures the firm’s ability to meet current obligation. Firms ensure that is does not surer from lack liquidity and also do not have excess liquidity. The failure of a company to meet its obligation due to lack of sufficient liquidity will result in a poor credit worthiness loss of creditors confidence or even in legal tangles resulting in the closure of the company. A. CURRENT RATIO The current ratio is a measure of the firm’s short- term solvency. It indicates the availability of the current assets in rupees for every one rupee of current liability. A ratio of greater than one means that on an average the firms in the industry are having more current assets them. As a conventional rule,, a current ratio 2:1 or more is considered as satisfactory. Current ratio if given by the formula CURRENT RATIO= CURRENT ASSETS CURRENT LIABILITY 2004-2005= 20,463,770.01 16,750,604.70 =1.22 2005-2006= 38,784,748.49 27.771, 781.90 = 1.40
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CURRENT RATIO 1.4 1.2 1 0.8 ratio 0.6 0.4 0.2 0
3-D Column 1 West North 2004-2005 2005-2006 year
He above graph shows that SAMRAT have more current assets that their current obligation, so it implies that they can pay their liabilities from the current assets satisfactorily then the ability of the firm to pay bills in impaired, its short-term solvency is threatened. Generally 2:1 ratio is preferable. In year 2004-2005 the ratio 1.22:1 and 2005-2006 the ratio is 1.40:1 In year 20052006 ratio is increase as compare to year 2004-2005 but not satisfactorily level because the current liability is high.
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B. QUICK RATIO Quick ratio establishes a relationship between quick or liquid assets and current liabilities. An asset is liquid if it can be converted into cash immediately or reasonably soon without a loss of value. Quick ratio is given by the formula: Quick Ratio= Current Assets- Inventory Current Liability 2004-2005=
20,463,770.01- 3,424,803.00 16,750,604.70 = 1.02
2005-2006= =
38,784,748.49- 9,020,849.00 27,771,781.90 1.07
YEARS 2004-2005
RATIO 1.02:1
2004-2005 2005-2006
1.07:1
QUICKRATIO 1.08 1.06 1.04 RATIO 1.02 1 0.98 0.96
3-D Column 1 3-D Column 2 2004-20052005-2006 YEAR
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Quick ratio represents the company ability to meet its immediate obligation. Generally, a quick ratio of 1:1 is considered to present a satisfactory current financial condition. A quick ratio 1:1 or more does not necessarily imply sound liquidity position. Thus, a company with high value of quick ratio can suffer from the shortage of funds if it has slow paying, doubtful and long-duration outstanding debtors. On the other hand, a company with a low value of quick ratio may really be prospering and paying its current obligating in time if it has been turning over its inventories efficiently. From the above graph can see the quick ratio same as current ratio is showing mix trend. Here the ratio the year 2004-2005 and 2005-2006 are 1.02 and 1.07 respectively. This ratio has also increase in 2005-2006 as compare in 2004-2006 so we can say that firm can able to pay their liability quickly.
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B. NET WORKING CAPITAL RATIO Net working capital means the different between current assets & current liabilities, excluding short term bank borrowing is called net working capital or are as firm liquidity. Net Working Capital= Net Working capital Net Assets Net working capital = Current asset- Current Liability Net Assets =Fixed Assets + Current Assets- current Liability 2004-2005=
20,463,770.01- 16,750,604.70_ 5,480,949.38+20,463,770.01-16,750,604.70
= 0.40 2005-2006=
38,784,748.49-27,771,781.90 6,897,942.00+38,784,748.49-27,771,781.90
= 0.61 YEARS 2004-2005 2005- 2006
RATIO 0.40:1 0.61:1
NETWORKINGCAPITALRATIO
1 0.8 RATIO
0.6 X Y
0.4 0.2 0
2004-2005 2005-2006 YEAR
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This ratio shows proportion of the working capital in net assets. If the ratio is high than more proportion of working capital in total assets. If the ratio is for the higher than working capital remain idle and the ratio is lower than it bed for the company. Here the ratio for year 2004-2005 and 2005-2006 are 0.40 and 0.61 respectively.
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C. DEBT EQUIDTY RATIO The relationship between borrowed funds and owner’s capital is a popular measure of the long-term financial solvency of a firm. This relationship is shown by the debts ratios. This ratio reflects the relative claims of creditors and owners against the assets of the firms. Debt Equity Ratio = Total Debts Net Worth Total Debts = Secured + Unsecured Loan + Sundry Creditors Net Worth = Share Capital + Reserve & Surplus 2004-2005= 16,818,424.18 2,373,583.36 = 7.09 2005-2006= 29,627,572.90 3,464,573.69 = 8.55 YEARS 2004-2005 2005-2006
RATIO 0.40:1 0.61:1 DEBT EQUITYRATIO
RATIO
1 0.8 0.6 0.4 0.2 0
X Y
20042005
20052006 YEAR
The debts equity ratio describes lenders contribution for each rupee of the owner’s contribution. Here the debt equity ratio for year 2004-2005 and 2005-2006 are 7.09 and 8.55 respectively. In 2004-2005 the owner’s contribution is more than the contribution of debtors.
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E. DEBT RATIO The some type of debts may be used to analyses the large term solvency of a firm. The total debts will include the short term and long term borrowing from financial substitution, debentures, deferred payment agreement for laying capital namkeen bank borrowing bank borrowing public deposits and other interest bearing loan. Debt Ratio = Total Debts Net Assets Total Debt= Secured Loan + Unsecured Loan + Sundry Creditors Net Assets = Fixed Assets + Current Assets – Current Liabilities 2004-20005 = 16,818,424.18 12,907,280.00 = 1.30 2005-2006= 29,627,572.90 28,923,875.18 = 1.02 YEARS RATIO 2004-2005 1.30:1 2005-2006 1.02:1
DEBT RARATIO 1.5 1 RATIO
X
0.5 0
Y 2004-2005
2005-2006 YEAR
By looking for debts ratio we find that in year of 2004-2005 and 2005-2006 are 1.30 and 1.02 respectively. It is in 2005-2006 which implies that on an average the ledgers have financed 10.2% of the firm’s assets in the industry and take reaming 89.98% has been financed by owners. This ratio had increase in 2004-2005 is 13% because the term bank long, overdraft, creditors are increase. 73
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ACTIVITY RATIOS Activity ratios are employed to evaluate the efficiency with which the firm manages and utilizes its assets. These are also called turnover ratios because they indicate the speed with which assets are being converted or turned over into sales. Activity ratios thus, involve a relationship between sales and an assets generally reflects that assets are managed well, Several activity ratios can be calculated to judge the effectiveness of assets utilization. A. NET ASSETS TURN OVER RATIO Net assets turn over ratio established relationship between company sales with net assets. Net Assets Turn Over Ratio =
Sales Net Assets
2004-2005= 52,893,721 9,194,114.69 = 5.75 Times 2005-2006= 80,308,618.77 17,910,908.59 = 4.48 Times YEARS 2004-2005 2005-2006
RATIO 5.75 4.48
NET ASSET TURN OVER RATIO 6 5 4 RATIO 3 2 1 0
2004-2005 2005-2006
YEAR
Net assets turn over measure the company ability of sales for a given level of assets. A firms ability to produce a large volume of sales for a given amount of net assets is the most important aspect of its operating performance. Here
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75 this ratio is high in 2004-2005 is 5.75 times. It implies that unit producing 5.75 Rs of sales for one rupees of capital employed in net assets. The ratio indicates the company’s selling efficiency. The ratio is lower in years 2005-2006 is 4.48 times.
B. TOTAL ASSETS TURN OVER RATIO Total assets turn over is computed on the total assets turn over in addition to or instead of the net assets turn over. This ratio shows the firm’s ability in generating sales from all financial committed total assets. Total Assets Turn Over Ratio = Sales Total Assets 2004-2005= 52,893,721.00 25,944,719.39 = 2.04 Time 2005-2006= 80,308,618.77 45,682,690.49 = 1.76 Time YEARS 2004-2005 2005-2006
RATIO 2.04 1.76
TOTALASSETTURN OVERRATIO 2.1 2 RATIO
1.9
2004-2005
1.8
2005-2006
1.7 1.6 YAER
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PAYMENT & RECEIPT MODE Generally different between payments of good which were purchased from the company is highly depend upon the company credit availability and profitability. If the profit of the company is very high company have very high capital. So it can change the time of receipt at very large days. But in SAMRAT Namkeen, it can be done. Because the company is early started and it is a partnership firm of 31 partners. So they cannot collect the huge capital then the public company. Company keeps credit against its creditors is 6 months. So company pay its debts to creditor to whom company purchased raw material, in 6 months. Samrat sells its products to dealers on cash & credit mode. 1. If company sells goods at credit dealers have to pay the debts towards company within 45 days. 2. All the payment and receipt is been done through cheque.
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FINANCIAL PLANNING Financial planning is one of the important decisions to be taken by the top management. This is generally of two types 1. long term planning 2. short term planning 1.
Long term planning : These decisions are of paramount important in financial decision making because they affect the profit ability of the firm. They are created for expansion, diversification and modernization.
2. Short term planning: This type of planning is concerned with the problem that arises in attempting to manage the current assets. Current liabilities and internal relationship exist between them. If long term finance is the machines then short term finance is lubricant which helps machine to run smoothly.
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CAPITAL BUDGETING Capital budgeting decisions detrain to long term assets which yield a return over a period of time, usually exciding one year. These decisions are important because it affect the profitability of a firm. Moreover capital decision involves the cost and majority of the firm have a share capital. This underline have a need for wise and correct investment decision as in correct decision would not only result in loss but also prevent the firm from earning profit from other investment. ` In SAMRAT Namkeen, capital budgeting decision are given prime important. The finance department prepares the annual report budget and tax the ratio of last three years of every held. Them accordingly it is decided about what proportion are to allocate to which department under which yield.
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CONCLUSION In the conclusion of this report I can say that if the company increases its efficiency than it has very best opportunities for development. The company sales its products on ethical basis so it has wide scope for development. The company has to improve its products to survive in the market. Though at present, the company is earning reasonable profit, in future it has a wide scope for development. During my visit I found that company has adopted the policy of ethical business so this type of companies are needed for the development of the country. There is a large scope for the growth in FMCG product in India because of 1/6 of total world population in this country. And here also there are a chances of success because of company has latest technology but still company has needed huge financial resources and efficient man power.
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BIBLIOGRAPHY 1. Source “ marketing management” by Philip kotler Published by – TATA McGraw hill 2. Source “ human resource management” by K Aswathappa Published by – TATA McGraw hill 3. Source “finance management” by I am pandey. 4. Other projects prepared by senior students of V.M.PATEL COLLEGE OF MANAGEMENT STUDIES. 5. Following magazines and news papers: - India times, Times of India, 6. Websites: Search engine: - www.google.co.in 1. Websites:- http://www.indiamart.com/SAMRAT-namkeen/ 2. www.productionprocess.co.in Books: 1. Sales and distribution management : Richard cundiff, 2. Kotler, Philip marketing management, Delhi: Pearson Education (Singapore) a. Pte. Ltd., 2003. 125pp. 3. Marketing Mastermind by ICFAI Press, Brochure
Samrat company’s brochure
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