Amrita Life

1.1 INTRODUCTION
Organization study refers to the study of the organization as a whole and getting familiar with various functional departments in the organization. The study aimed at getting a clear picture of the organization structure to learn how the authority flows down the levels of management. Apart from these present operations of the company, familiarizing the duties and functions of various departments and how they interact with each other were the objective of the study and also to get a practical vision of the organization apart from the theory which have been learned in the class. The study is conducted at Amrita Enterprise Pvt. td. one of the leading production of Ayurvedic medicine in !erala. The "ndian systems #now as Ayurveda originated as far bac# as $%%% &'. Ayurveda literally means (The )cience of ife*. Actually it implies two connected ideas the )cience of ife and the Art of living. Ayurveda unli#e Allopathy or +omeopathy does not swear by any particular principal of cure. Ayurveda treatments cover all the principle of Allopathy, +omeopathy and ,aturopathy. According to Ayurveda there are three basic constituent comple-es in the physiological called doshas. There are .ayu, .ata, Pitta and !apha or )ieshma. These terms through literally they mean wind li#e and phiegm respectively/ between them, they sustain the whole body metabolism. 0ood health implies an ideal balance between the three doshic factors. ,o true monodoshic invidual e-ists. "t is the predominance of any particular doshas, which mar#s the constitutional type of men. On this basis human are individual in to three psychosomantictypes, namely the .tapara#rati, the Pittapra#riti, and the #alphapriti. Ayurveda literally means 1science of life and longevity.1 and is considered to be the traditional system of medicine of "ndia. "t is the oldest health care system in the world. Ayurveda is a science in the sense that it is a complete system. "t is a 2ualitative, holistic science of health and longevity, a philosophy and system of healing the whole person, body and mind. The origin of this system goes bac# to a far past, in which philosophy and medicine were not separated. Therefore, philosophical views have strongly influenced the Ayurvedic way of thin#ing.

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1.2 SIGNIFICANCE OF THE STUDY

This study analysis various department of the organization, on the basis of their strength, wea#ness, opportunity, threat arrived at. The finding of the study would give up valuable information3s for improving over all performance of organization.

1.3 OBJECTIVES OF THE STUDY

To study about the history and profile of Amrita life

To understand the organizational structure and analyze various departments of the company.

To study the way of functioning in each department.

To conduct )4OT and Porter3s five forces analysis to study competitive strategy.

1.4

RESEARCH METHODOLOGY
5esearch 6ethodology is the systematic procedure involved in

conducting research process. "t is the bac# bone of project wor#. "deal with the research design, data collection methods, various statistical tools. 5esearch is a systematic approach to a purposeful investigation. A good and effective research is objective, controlled, and universal free from personal bias, systematic and reproductive. A research is generally begin with a 2uestion or a problem. This purpose of research is to find solution through the application of systematic and scientific methods. DATA COLLECTION Primary 7ata

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"n this organization study the role of primary data is very important. &ecause most of the data are getting through primary sources li#e direct interview, face8to8face communication etc... "n this case, the direct interview with managers of different departments and face to face communication with the employees of the organization help me to collect complete and correct data and this also helps to record data accordingly. The main primary sources are9 :. 7irect interview method $. "ndirect interview method. )econdary 7ata "n this organization study the secondary data is also important than that of primary data. Published documents, journals and magazines are the important secondary data. )o these are also needed for the completion of the organization study. The main secondary sources are :. ,ews papers and journals $. 7epartmental manual

1.5 SCOPE OF THE STUDY

.The study is being at the Amrita Enterprise Pvt. td. This study tells us an overall view of organization and functions carried out by different departments. This study helps in practical aspects of the theories which are learned in the class room. Also this study helps to #now about the real life problems of the present business scenario.

1.6 LIMITATIONS OF THE STUDY

Time limitation of the study. The wor#ers were busy in their wor# and had little time available for interview or conservation.

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1.7

CHAPTERISATION

'hapter ; :

"ntroduction

<irst chapter deals with the introduction, objective of the study, significance of the study, methodology, scope of the study, limitation and chapterisation of the study. 'hapter ; $ "ndustry Profile

)econd chapter is concerned with the industry profile, history of alternator industry, current scenario of ayurvedic industry, ayurvedic medicine industry in "ndia, status of ayurveda in "ndia and modern mar#eting developments. 'hapter ; = 'ompany Profile

Third chapter deals with the company profile while containing the history services of the company, core purpose of the company, mission statement of the company. 'hapter ; > Organizational )tructures

<ourth chapter deals with organizational structure and various department )tructure. 'hapter ; ? 7epartment Analysis

<ifth chapter deals with analysis the various departments in the company. 'hapter ; @ )4OT and Porters <ive <orce Analysis

)i-th chapter is concerned with )4OT analysis and Porters <ive <orce 6ethod Analysis.
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'hapter ; A )eventh chapter deals with <indings, conclusion, suggestions.

2.1

INDUSTRY PROFILE
Ayurveda is the oldest system of medicine in the world and is more than a mode

of treatment. "t is a way of ife. The origin of Ayurveda ; the word conjugated by BAyur3 meaning life and B.eda3 meaning #nowledge ; can be traced bac# to the evolution of civilization. Thousands of years ago, the "ndian sages committed their #nowledge about the life and the fundamentals of Ayurveda in the oldest scripture #nown to humanity, namely the 5ig .eda, Cajur .eda, Atharva .eda and )ama .eda. Ayurveda is regarded as an upaveda or sub8script of the Atharva .eda. This .eda contains an abundance of information on how to #eep oneself healthy and how to combat diseases. Ayurvedic philosophy holds that suffering is disease and contentment is good health, and no human being is healthy if he or she does not passes a sound sharira DbodyE and mana DmindE. Ayurveda advocates a holistic approach to good health, and prescribes suggestions for matters pertaining to personal hygiene and social conduct. "t is by understanding the rhythm of the universe that we can align the rhythm of the body to it;this is the cardinal philosophy of Ayurveda. Once we understand this principal of upholding the rhythm of the universe, we can use it to maintain the rhythm of the body. The positive viewpoint of Ayurveda is the holistic concept based on the spiritual, mental and physical levels of well being not contradicting any other, any asserting the principles of life. All 'lasses of People wherever they may be can be benefited by these principles. This same idea is also proclaimed through the dictum.

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( o#ah )amsatah )u#hino &havantu* &efore the evolution of "ndian ayurveda into an industry, the practice of ayurveda was confined to physicians and was considered more of a service than a profession. The word Bayurveda3 is composed of two terms, Bayush3 meaning life and Bveda3 meaning #nowledge of science. Ayurveda is therefore that branch of science, which deals with the physical body. "t includes herbal medicine, dietetics, surgery, psychology and spiritually. Thus etymologically, ayurveda means the science of life or biology. "t has its roots in anti2uity and has been practiced in "ndia for centuries but 4estern culture and education coupled with the &ritishregime pushed this ancient science into the bac#ground. +owever, recently efforts have been made to rejuvenate the almost Blost art3 of ancient healing, ironically due to the increased attention from the 4estern world. Today, ayurveda is an officially recognized system of medicine in "ndia. 0lobally, the 4orld +ealth Organization D4+OE recognizes it as Traditional 6edicine DT56E. "t is estimated that the total mar#et size is 5s F%%% crore and it is growing substantially between :%8:? percent, with the same growth rate targeted for the ne-t :% years. Overall, ayurveda products fall into two categories ; branded and traditional. 'urrently, more than =%,%%% branded and :,?%% traditional products are available in the mar#et. At present, "ndia manufactures ayurvedic drugs worth 5s @,%%% crore per year, of which 5s :,?%% crore are e-ported. About @%G of this is crude herbs to be manufactured into products outside "ndia, about =%G is finished product shipped abroad for direct sales to consumers, and the remaining :%G is partially prepared products to be finished in foreign countries. The ayurveda mar#et in "ndia is fragmented, with more than H%% manufacturing units/ most of them are 2uite small. The industry has been dominated by less than a dozen major companies for decades, recently joined by a few new entrants, ta#ing the count to about =% companies. The #ey suppliers in the ayurveda segment are 7abur "ndia, )ri &aidyanath Ayurvedic, &hawan and Iandu Pharmaceuticals, which together account for F?G of "ndia3s domestic ayurvedic mar#et. Other major suppliers are including +imalaya 7rug 'ompany, 'hara# Pharmaceuticals, .icco aboratories,

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Emami 0roup and .iswa#eerthy Ayurvedic Pharmacy, Ayurveda Pharmacy and Ozone 0roup. The products of these companies are including within the board category of Bfast moving consumer goods3 D<6'0/ which mainly involves foods, beverage, toiletries, cigarettes, etcE. 6ost of the larger ayurvedic medicine suppliers provide materials other than Ayurvedic internal medicines, particularly in the areas of foods and toiletries Dsoap, toothpaste, shampoo, etcE, where the main ingredients may be traditional herbal ingredients, which are projected as the uni2ue selling proposition DJ)PE of these products. 5anjit Anand Purani#, 0eneral )ecretary, Ayurvedic 7rug 6anufacturers association DA76AE, says, ('urrently, "ndian ayurveda industry consumes :%%% crore of medicinal plants and as per weight, we consume :?=,%%%tones of medicinal plants every year from H@% different medicinal plants. "ndian ayurveda manufacturers have good resources but because of lac# of #nowledge and e-perience, we are not able to meet with industry challenges. "n current )cenario, every manufacturer must ma#e effort to understand the resource and identities of its traditional plant input material and also concentrate upon investing in bac#ward integration projects for attaining resources identity*. Ayurveda is now a part of a movement towards a global medicine system that includes the best features of medicine system of many countries. A new naturalistic medicine is emerging, largely through a re8e-amination of the older Eastern and T56 of indigenous people trough out the world. Of all the systems, ayurveda is probably the best point of synthesis for such a global medicine system as it contains the broadest number of healing #nowledge and modalities. "t provides rational help for the treatment of many internal diseases, which are considered to be obstinate and incurable in other systems of medicine. "t )imultaneously lays a great deal of emphasis on the maintenance of positive health of an individual. Thus it aims at both prevention and cure of diseases. Ayurveda also studies basic human nature and natural urges li#e hunger, thirst, sleep, se- etc and provides measures for a disciplined, disease free life. (There is an urgent need for new investment in modern research, improved mar#eting and government support to sustain the ancient medicinal system. "nnovation is now the #ey to attract more and more consumers towards ayurveda products and for this the
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above inputs are a vital need today, (says ) ' )ehgal, 'hairman and 6anaging 7irector, Ozone 0roup. Ayurvedics now has a wide range of herbal health and beauty care products, which are category pioneers and best sellers. OzoneKs ayurveda8based product K,o mar#sK which, in fact, created a mar# in the removal cream category in the country, has established a prime niche for itself, and despite the entry of new players in the field, continues to be the leader in this category. !iran 7as, 0eneral 6anager8E-ports L +erbal, Anglo8<rench 7rugs and "ndustries, says, (The major challenges faced by the industry are in relation to the standardization of products, mar#et access Dreach in to micro interiorsE, high level of fragmentation of the mar#et and presence of too many small and localized players. The lac# of ade2uate scientific data also hinders progress of the industry. 4e sell our ayurvedic formulations to !enya and 5ussia. 4e anticipate ta#ing the products to more countries across Asia and Africa. (The "ndian ayurvedic industry is mar#ed by the presence of both organized and unorganized players. There are many unorganized players producing low 2uality drugs that not have an adverse effect on the patientKs health but also damage the reputation of the entire industry as a whole, (points out 7r 5angesh ,+ead8Product 7evelopment "nitiatives, +imalaya 7rug 'ompany. (Therefore, )tandard i8sation and 2uality control mechanisms need to be put in place and enforced strictly, so that more and people may realize the benefits of the "ndian ayurveda systems of medicine . The enforcement of 0ood 6anufacturing Practices D06PE and other 2uality procedures for the manufacture of ayurvedic drugs need to be done effectively. Jpdating the industry with amendments and changes happening around in the domestic and international regulatory mandates, helping and guiding them through is very important,* he says. E-panding on the other bottlenec#s, 7r 7urga Prasad, )enior 6anager86edical 6ar#eting, 7abur "ndia says, (One of the major hurdles in wider acceptability of "ndian ayurveda products is improper standardization techni2ues and unpreparedness of mar#et acceptability, which prevent manufacturers from accepting global challenges. )everal countries still view the 2uality of raw materials used in manufacturing ayurvedic drugs and even the finished ayurvedic drugs with suspicion. A lot of it is also motivated by various lobbies. E-port certification of ayurveda and other herbal products by government agencies has been a long8pending demand of the

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industry. This one move will do a lot to increase the credibility of the ayurvedic industry abroad*. 5E "E< 6EA)J5E) The "ndian 0overnment is continuing to focus on economic reforms and it is increasing its investment in the healthcare segment. "t is e-pected that it will ta#e further measure to sustain mar#et growth of pharmaceutical products. The pharma industry continues to face challenges in the form of uncertainties related to the 7rug Price 'ontrol Order D7P'OE. +owever, pharma companies have wo#en up to the fact not a single ayurveda product fall under the 7P'O. And hence many "ndian as well multinational pharma companies are trying to invest huge amounts in this segment. "n line with this trend, recently, ,ovartis "ndia announced that company will be investing a good amount in this area. (As people are becoming more health conscious rather than curative, they are adopting preventive healthcare measures. This category of products is also not under price control. )o far the near future, we have robust plans for Ayurveda 5L7 activity*, averred 5anjith)ahani, vice chairman and managing director, ,ovartis "ndia, during the recent Annual 0eneral 6eeting DA06E. 5ecently in ::th plan scheme D$%%A8:$E the 0overnment has given subsidies to the 7epartment of Ayurveda, Coga and ,aturopathy, Jnani, )iddha and +omoeopathy DACJ)+E, which includes major plans for the ayurveda industry li#e9 To upgrade 2uality control department, improve 2uality8manufacturing unit as per '06P, J) <ood and 7rug Administration D<7AE, J!Ks 6edicine and +ealthcare products 5egulatory Agency D6+5AE and the European Jnion DEJE guidelines. To set up 06P standard for botanic products as well as it be should defined as per 4+OKs standards.

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5ecently, ACJ)+ has provide the first scheme for ayurvedic manufacturing companies, #nown as KAyush 'lusterK, where it will give assistance of M :% crore for forming such clusters anywhere in "ndia. The department of )cience and Technology has also jumped into this race and welcomed the proposal for research and development D5L7E for joint sector programme. Jnder this initiative, proposal was well accepted worldwide for botanical production activity and encompassed with 5L7 activity for ayurveda. "n "ndia @%G of registered physicians are involved in non8allopathic systems of medicine. "n addition to the nearly >%%,%%% ayurvedic practitioners, there are over :A%,%%% homeopathic physicians/ "ndia has about ?%%,%%% medical doctors Dsimilar to the number in the J), but serving nearly four times as many peopleE. 7ependence on ayurvedic medicine is heavy in certain regions of "ndia, such as !erala in the )outhwest. 6any ayurvedic practitioners in small villages are not registered, (according to A 5 5amasubramania 5aja, president8<inance, Arya .aidya Pharmacy. ,owadays, ayurveda has become very popular among tourists especially foreigners, who are first attracted by the Ke-oticK factor but stay and even, return once the remedies act. This is also supporting the "ndian economy through medical tourism. A recent '""86c!insey report suggests that medical tourism could fetch as much as N$ billion by $%:$, compared to an estimated N=== million. 7uring the last financial year, "ndian ayurveda8related tourism earned 5s @%%% crore in revenues. As modern medicine with its strong synthetic chemical drugs fails to combat disease, there is rapid and progressive acceptance of this system. Patients from across the world come to "ndia for ayurvedic treatment. 4ith the popularity of the system, the demand for ayurvedic doctors is on the rise in "ndia and abroad as well and there are many ayurvedic doctors practicing as consultants overseas. Tr !"#"$% & 'r"%("'&)*+ M$!)r% A, # r "n America, Europe, and other countries, it has long been recognized that it is difficult to promote T56 systems because of their comple-ity/ so individual herbs become the focus of attention. Today the "ndian ayurvedic mar#et shows signs of following the same system with the promotion of individual treatment for specific

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therapeutic areas. This allows each customerOpatient to register for stand8alone treatments. "n general, successful ayurvedic therapy is made up of a variety of treatments which help to cure diseases conditions li#e autonomic nervous disorders, gynecological disorders, cardiovascular disorders, digestive tract disorders ,metabolic disorders, joint and spinal disorders, respiratory diseases, allergic disorders, s#in diseases, genitor8 urinary disorders and neurological disorders. B)%(-. r/"%0 *# %! r!* The repac#ing of ancient healing practices for a modern consumer base is best typified by spa resorts. The concept of a spa is in fact Bwellness3 in its purest form. The accent on anti8stress, preventive, and curative treatments at these spas is based on "ndian ayurvedic practices. )pas offer a gamut of authentic and traditional wellness treatments and e-perience in most traditional yet modern way. "t is li#e entering a sanctuary of peace and offers guests an unparalleled e-perience, in an environment of lu-ury and pampering. &ut the proliferation of spas has also seen a few unscrupulous players, who pass off substandard treatment. Therefore the Puality 'ouncil of "ndiaDP'"E, an autonomous body of the 'entral 0overnment for national accreditation programme, is all set to frame a set of new standards for Bwellness centers3 in "ndia. 5ecently, 0iridhar0yani, secretary general, Puality 'ouncil of "ndia, said, (4e are in the preliminary stage of framing new standards for wellness centers. 4e have already entered into a technical agreement with Australian 'ouncil on +ealthcare )tandards "nternational DA'+)"E for drafting these standards. "n another five years, too many new players in the health and beauty, and service and wellness segments are li#ely come to the mar#et. 4e are drafting standards for wellness centers at the right time*. 4ith all these measures, the "ndian ayurveda mar#et is sure to grow from strength to strength

2.2

CURRENT SCENARIO OF AYURVEDA INDUSTRY AND THE 1AY FOR1ARD

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Ayurveda has been a lively system of health with an unbro#en practice since =%%% years. Although, Ayurveda as a system of medicine has been in practice in "ndia for centuries but its growth as an industry has commenced only a few years bac#. This was mainly on account if lac# of awareness and initiative by its practitioners. "ndustry and even the 0overnment. 4e have pennon8receptive and reclusive for modern techni2ues and advancement that has occurred in the modern pharmacy industry. The classical drugs li#e 7ashmmolarishta and Arjunarishta are also in practice since then. "n recent past, the tradition of preparation of medicines by the Ayurveda practitioner has almost come to an end. ,ow we find a much organized and commercial production of Ayurvedic medicines in big factories. Ayurveda and its products are becoming popular with increasing demand the world over. The pressure of the people of the respective countries to adopt Ayurvedic products have amounted to many countries now allowing and regularizing sale of these products in to their countries. This has boosted the globalization process. &ut this initial phase is primarily the phase of en2uiry and curiosity Ayurveda has to live up to the e-pectations, otherwise we have the ris# of getting washed out forever. +ence, Ayurveda needs immediate and e-tensive reorientation to gain scientific credibility, as this traditional old system of medicine if given the opportunity, is poised for an unprecedented e-pansion globally. There is, therefore, a need to transform Ayurveda into a dynamic, scientifically validated and evidence based which ta#es its roots from rich #nowledge base of oral tradition and scripture. The major hurdle in the wider acceptability of Ayurveda and its products is the lac# of proper standardization techni2ues and its unpreparedness to accept global challenges. The 2uality of raw drugs used in manufacturing as well as the finished drugs of Ayurveda and other traditional system from "ndia are seen with a suspicion. 4e need to reassure our goal partners by providing them evidence of 2uality of medicines we prepare in terms of reproducible efficacy and standardization. )ome of the reasons for our unpreparedness are/ ac# of good teachers and good institutions of learning. &arring a few li#e &anaras +indu Jniversity D.aranasiE, 0ujarat Ayurveda Jniversity and ,ational "nstitute of Ayurveda, most of the other college are either just average or even

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below the acceptable limits. This reflects in non8promising Ayurveda graduates coming out of these institutions. Absence of a basic manufacturing standards or )tandard Operating Procedures D)OPsE of various ayurvedic products in this sector. Problem confronted by the e-porters of Ayurveda products is the absence of herbal monographs in "ndian Pharmacopoeia. The lac# of a #iller instinct in the Ayurvedic industry to have a larger share of sales in the domestic as well as in the international mar#et has resulted in loss of opportunities, which should rather have been grabbed not only for the benefit of the industry but also for the benefit of the nation as a whole. The lac# of facilitating regulating regulations for the "ndian medicinal products in the most of the countries has been the major hindrance for the growth of this sector. There is a strong need to rectify the things at home as well as in terms of standardizing Ayurvedic finished products on 2uality parameters which involves the <P) D<inished Product )pecificationE the claim support studies whether clinical or e-perimental and the safety of these preparations through to-icity studies done in ,A& O0 P aboratories as the re2uirement may be. Even the manufacturing environment has to be par e-cellence as many of the authorities li#e 6+5A, J)<7A have the inspection and approval of manufacturing location as an essential elements of registration. There has been a gradual change in attitude although much slower than the time demands. 0overnment of "ndia has started the tas# of finalizing the Ayurvedic Pharmscopoeia of "ndia DAP"E of which .olume " Part "8 ." has already been published which cover around =$@ herbs. The AP" gives specifications of the raw herbs standards to be adopted by the "ndustry. "n fact, the "ndustry has to come forward for phyto8chemical profiling of each of the herb used in their manufacturing facilities. 6uch more difficult is the need to identify at least one biologically active mar#et compound. Jnless and until you have the bioactive mar#er, no pharmaco#inetic studies or bioavailability studies are possible. This is challenges as it has also come as an obstacle for the registration of Ayurveda product as medicines in most of the countries. Professionals of Ayurveda often blame the industry for not selling its goods abroad as medicines and get the products registered as food supplements. &ut till you meet the drug norms, you
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cannot register them as medicinal products as number of herbs are not available today and many more are already categorized as Bendangered species3 "f official substitutes are not given, the "ndustry will have to shut down shop or has to give false ingredients lists. There has to be review committees specifically for declaring the official substitutes. &esides laying down the standards of raw materials, the ACJ)+ 7epartment has also commenced a programme to lay down standard for herbal e-tracts with the help of ")6 industry.

"ndustry is fully cooperating with the 0overnment of evolve the standards of e-tracts of both types, viz. water and hydro8alcoholic e-tracts of medicinal plants. <acilities of testing the raw materials as well as the finished products have to be made available to the small manufactures who cannot afford e-pensive research laboratories. This can be done either by a consortium of Ayurvedic "ndustry or by the initiatives of the 0overnment of "ndia. This is all the more important as smaller Ayurvedic "ndustries cannot afford to have in8house facilities for testing and product development. 'ontract research and other facilitating agencies need to be encouraged by providing them with single window clearance. <inancial assistance for contract research organization D'5OsE and research laboratories e-clusively wor#ing for the promotion of indigenous systems which have till date been ignored. The research going on in Ayurvedic colleges, Ayurvedic institutes and other allied disciplines li#e Pharmacy colleges, 'hemistry 7epartments, 6edical colleges/ all need to be reviewed by one single agency and the best of the researches need to be published in inde-ed journals. Al these Jniversity researches may not have been the best ones but for sure will give us leads in many areas of healthcare. 4ith too strict and stringent regulations, the Ayurveda industry which is still in its infancy will be discouraged to grow. That is what has been happening since last $8= years. Every month or two, there is a new regulation for this nascent industry. The industry is not against any regulations, but bringing in regulations one after the other in 2uic# succession #eep a very small window for the "ndustry to operate. 4hat was unregulated for centuries should be regulated in a phased manner. )ome of the

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)talwarts in "ndustry put this as the foremost reason for the non8starter of Ayurvedic industry growth. E-port certification of Ayurveda and other herbal products by the 0overnment Agencies has been a long pending demand of the "ndustry. This will increase the 'redibility of the Ayurvedic "ndustry abroad. Even the local certifications for the domestic mar#et will do wonders for the manufacturer as well as in winning the confidence of the consumer. Therefore, it is time for the 0overnment, academicians and researchers in Ayurvedic and allied disciplines to join hands to meet the common goal of having evidence based Ayurveda.

2.3

THE AYURVEDIC MEDICINE INDUSTRY IN INDIA

Ayurvedic medicines are produced by several thousand companies in "ndia, but

most of them are 2uite small, including numerous neighborhood pharmacies that compound ingredients to ma#e their own remedies. "t is estimated that the total value of products from the entire Ayurvedic Production in "ndia is on the order of one billion dollars DJ.)E. The industry has been dominated by less than a dozen major companies for decades, joined recently by a few other that have followed their lead, so that there are today =% companies doing a million dollars or more per year in business to meet the growing demand for Ayurvedic medicine. The products of these companies are included within the broad category of (fast moving consumer goods* D<6'0/ which mainly involves foods, beverage, toiletries, cigarettes etc.E. 6ost of the larger Ayurvedic medicine suppliers provide materials other than Ayurvedic internal medicines, particularly in the areas of foods and toiletries D)oap, Toothpaste, )hampoo, etc.E, where there may be some overlap with Ayurveda, such as having traditional herbal ingredients in the composition of toiletries. The #ey supplies in Ayurveda are 7abur, &aidyanath and Iandu which together have about F?G of "ndia3s domestic mar#et. These and a handful of other companies

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are mentioned repeatedly by various writers about the Ayurvedic business in "ndia/ a brief description in provided for them, arranged here from oldest to newest9 2$## // & Ar3 V "!3 S & 4AVS56 A.) is a century old 'haritable "nstitution engaged in the practice and propagation of Ayurveda, the ancient health care system of "ndia. A.) offers classical Ayurvedic medicines and authentic Ayurvedic treatments and therapies to patients from all over "ndia and abroad.A.) was established at !otta##al in !erala )tate of "ndia in :H%$ by the visionary physician and philanthropist, the late .aidyaratnam P.). .arier. )tarted essentially as a village clinic, it has now grown into a multi8unit, multi8disciplinary and multi8crore organisation. "t has operations in different areas of Ayurvedic practice.A.) manages Ayurvedic +ospitals at !otta##al, 7elhi and !ochi. All classical Ayurvedic medicines, therapies and e-pert medical advice are available there. A.) has two modern medicine manufacturing activities, units, has well e2uipped 2uality control labs, has fullfledged research

publishes Ayurvedic periodicals and boo#s, cultivates medicinal plants and conducts educational programmes. A.) also runs a !atha#ali academy where the classical theatre of !atha#ali is taught and performed. The beginnings P. ). .arier, scion of an illustrious family of !otta##al in the 6alabar region of !erala, was an e-traordinary man. +e was a multi8faceted personality9 a renowned Ayurvedic scholar and academician, an able practitioner/ a successful entrepreneur, and a genuine philanthropist... all at the same timeQ )ri .arier studied Ayurveda under the classical 0uru#ula system. +e also ac2uired proficiency in the practice of Allopathy. "n late :H%$, )ri .arier founded the Arya .aidya )ala, !otta##al, for the preparation of authentic Ayurvedic medicines.The rest is history. Today, !otta##al Arya .aidya )ala is a name synonymous with Ayurveda. A name that offers a new lease of life to the suffering humanity. D 78r I%!" L#!.6 7abur "ndia td. is "ndia3s largest Ayurvedic medicine supplier and the fourth

largest producer of <6'0. "t was established in :FF>, and had grown to a business

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level in $%%= of about @?% million dollars per year, though only a fraction of that is involved with Ayurvedic medicine. ast year, about :?G of sales volume was pharmaceuticals/ the remaining F?G were mostly non8medicine items such as food and cosmetic. 7abur3s Ayurvedic )pecialties 7ivision has over $@% medicines for treating a range of ailments and body conditions8from common cold to chronic paralysis. These materials constitute only AG of 7abur3s total revenue Dthus, less than ?% million dollarsE. 7abur 'hyawanprash Dherbal honeyE has a mar#et share of A%G and chewable +ajmola 7igestive Tablets has an FFG share. Other major products are 7aburAmla +air Oil, .ati#a D)hampooE, and al7ant6anjan DTooth PowderE. Sr" B "!3 % #- A38r,)!"( B- 9 % L#!.6 )ri &aidyanath Ayurvedic &hawan td. D&aidyanath for shortE was founded in :H:Ain 'alutta, and specializes in Ayurvedic medicine, though it has recently e-panded into the <6'0 sector with cosmetic and hair care products/ one of its international products is )hi#a#i D)oap podE )hampoo. &aidyanath has a sales volume of about =?%million dollars, but most of the product sales are in the cosmetic range. The company reports having over A%% Ayurvedic products, made at :% manufacturing centers with :,@%% employees. "ncluded items are herbal teas, patent medicines, massage oils, and chyawanprash. : %!8 P- r. ()8#"( & 1$r/*6 Iandu Pharmaceutical 4or#s was incorporated in &ombay in :H:H, named after an :Fth century Ayurvedic. The company focuses primarily on Ayurvedic products Din :H=%, pharmaceuticals were added, but the pharmaceutical division was separated off about =% years laterE. +owever, today Iandu has a chemicals division and cosmetics division. "ts total sales volume is about >? million dollars. One of its current projects is to develop a dopamine drug from a plant e-tract, applying for new drug status in the J.). T-) H". & 3 Dr80 C$.' %36 The +imalaya 7rug 'ompany was established :H=> in &angalore. "t currently has a business level of about ?%% million dollars and has a J.). distribution division D+imalaya J)AE. "t is #nown in the J.) for the product iv8?$, mar#eted as a liver

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protection and therapy for liver diseases li#e viral hepatitis/ the product was first mar#eted in "ndia in :H??. C- r / P- r. ()8#"( &*6 'hara# Pharmaceuticals was founded in :H>A, and currently has three distribution centers in "ndia/ it produces li2uids, tablets and veterinary supplies. "t has gained a large advantage with its new product Evanova, a preparation contain == herbs and minerals and non8hormonal active ingredients in this product. The product also contains Ayurvedic herbs that act li#e selective estrogen receptor modulators as well as asparagus root Dshatavari), which reduce the fre2uency and intensity of hot flashes. V"(($ L 7$r #$r")*6 .icco aboratories was established in :H?F. "t mainly produces topical therapies based on Ayurveda and is best #nown internationally for its toothpaste product, .ajradanti, which has been mar#eted in the J.). for more than $? years. T-) E. ." Gr$8'6 The Emami 0roup, founded in :HA>, provides a divides a diverse range of products, doing ::% million dollars of business annually, though only a portion is involves with Ayurvedic products, through its +imami line/ the company is mainly involved with toiletries and cosmetic, but also provides 'hayawanaprash and other health Products.

A"."& P- r. ()8#"( &* L#!6 Aimil pharmaceuticals td. , incorporated in :HF> and engaged in manufacturing and sale of both generic and proprietary Ayurvedic medicines, with a business level of about $% million dollars annually. "ts wide range of Ayurvedic herbal formulations, covering most therapeutic segments, was honored by the "ndian 0overnment3s ,ational Award for Puality +erbal Preparation and ,ational Award of 5L7 in the year $%%$. "t is #nown for its proprietary formulas for hepatitis, diabetes, menstrual disorders, digestive disorders and urinary diseases. )everal small companies that have grown rapidly in recent years envision themselves as primary players in the

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Ayurvedic mar#et. As an e-ample, .iswa#eerthy Ayurvedic Pharmacy promotes itself as one of the largest suppliers of Ayurvedic medicines in "ndia. "t present the following on its website9 V"*9 /))r#-3A38r,)!"( P- r. (36 .iswa#eerthy Ayurvedic Pharmacy was founded by 7r. !. 6ohammad#utty a great friend of ,atured and Ayurveda. )tarted in :HAA, as a fledging pharmacy, .iswa#eerthy today is one of the largest 6anufactures of Ayurvedic 6edicines with a formidable presence of all over !erala. The dynamic leadership of 7r. ! 6 !utty, complemented by the energetic drive of his team of young enthusiastic professionals has ta#en .iswa#eerthy Ayurvedic Pharmacy to new heights. The philosophy behind the inception was to ()erve +umanity Through Ayurveda8The Authentic 4ay* by propagating and practicing genuine Ayurveda and producing 2uality Ayurvedic medicines. Today, this philosophy has ta#en .iswa#eerthy to new height of Ayurvedic e-cellence. 5ealizing the importance of standardization of medicines and the modernization of production, .iswa#eerthy too# the significant step of updating the technology of the e-isting pharmacy and establishing a sophisticated private limited company, .iswa#eerthy +erbals Pvt. 7istrict of !erala. The mar#et for ayurvedic internal medicine is dominated by 'hyawanaprash, an herbal honey comprised of about = dozen ingredients, with amla DemblicmyrobalanceE as the #ey ingredient. The leader in this field is 7abur, which Mhad a @HG mar#et share at the end of $%%$/ followed by &aidyanath, with nearly ::G, and Iandu and +amami DEmami 0roupE with about A.?G each. A variety of individual herbs, traditional formulations, and proprietary medicines ma#e up the rest of the health products section involving internal remedies, while the remainder of the mar#et is ta#en up by toothpastes and powders, s#in creams, massage oils, shampoos, and other topical preparations. Aside from 'hyawanprash, the following are among the major traditional remedies9 Two of the largest companies involved with providing traditional medicine products, such as the above, are +imalaya 7rug 'ompany and Jniversal 6edicament3s Din ,agpurE. Jniversal 6edicament3s has a joint venture for research td. at !alpa#anchery, 6alappuram

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and manufacturing of herbal products with 'ipla

td, and

upin

td, two leading

pharmaceutical companies of "ndia. Jniversal is engaged in manufacturing and e-ports of both pharmaceutical formulations and research8based herbal medicines. E-ports of Ayurvedic medicines have reached a value of :%% million dollars a year Dabout :%G the value of the entire Ayurvedic industry in "ndiaE. About @%G of this is crude herbs Dto be manufactured into products outside "ndiaE, about =%G is finished product shipped abroad for direct sales to consumers, and the remaining :%G is partially prepared products to be finished in the foreign countries.

2.4

STATUS OF AYURVEDA IN INDIA

The "ndian government and non8government organizations have been collecting

statistics on the Ayurvedic system in "ndia and these data about the manpower and institutional aspects of Ayurveda have emerged9 ,umber of registered medical practitioners9 =@@,F:$ ,umber dispensaries9 $$,:%% ,umber of hospitals9 $,:FH ,umber of hospital beds9==,:>? ,umber of teaching institutions DundergraduateE9 :FA ,umber of upgraded postgraduate departments9 ?: ,umber of specialties in postgraduate medical training9 :@ ,umber of pharmacies manufacturing Ayurvedic medicines9 F,>%% "n "ndia, @%G of registered physicians are involved in non8allopathic systems of medicine. "n addition to the nearly >%%,%%% Ayurvedic practitioners, there are over :A%,%%% homeopathic physicians/ "ndia has about ?%%,%%% medical doctors Dsimilar to the number in the J.)., but serving nearly > times as many peopleE. 5eliance on Ayurvedic medicine is heavy in certain regions of "ndia, such as !erala in the )outhwest. 6any Ayurvedic practitioners in small villages are not registered. MODERN MAR2ET DEVELOPMENTS

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The )AA5' D)outh Asia Association for 5egional 'ooperationE was formed in :HF?/ its member countries are "ndia, Pa#istan, ,epal, &angladesh, &hutan, 6aldives, and )rilan#a. These countries all have been influenced by Ayurvedic medicine. Trade in Ayurvedic medicines within the )AA5' is mostly limited to raw materials that grow in one region Deg., high mountains, northern climateE and are then e-ported to other regions Deg., lowland southern areasE. &ecause of the large number of very small factories that try to service the local communities, with products labeled with the local language, there is little opportunity for suppliers in one )AA5' country to send finished products to another )AA5' or even abroad. Entrepreneurs in these countries Dmainly in "ndiaE see#ing to brea# into the mar#et for natural products have determined, rightly that the demand for traditional style Ayurvedic medicines both inside and outside the region is limited, despite growth trends as high as $%G annually encountered in the late :HH%s. They have aimed to bolster interest by carrying out scientific research into promising herbs and formulas that are based on Ayurveda but not necessarily reflecting traditional practices. Of necessity, such research eventually focuses on finding of active ingredients, and this has led to the development of isolates from plants that are sold as (nutriceuticals* Dsubstances not registered as drugs, but used li#e nutritional and dietary supplements, sold over the counter in various formulations with specific health benefits portrayed for themE. <or these, there is a growing worldwide demand. The main suppliers of nutriceuticals are Rapan, 'hina, and the J.)., but "ndia stands to become a significant contributor. As an e-ample of development of Ayurvedic nutriceuticals, )abinsa 'orporation, a J.). 'ompany with affiliates in "ndia that represents the "ndian tradition, though it also ta#es on similar projects involving herbs from other sources. The company was founded by 7r. 6uhammed 6ajeed. +e was born in !erala, "ndia/ after graduating in Pharmacy from !erala Jniversity, 6ajeed emigrated to the J.) in :HA>, where he continued his graduate studies and then wor#ed at pharmaceutical companies for :? years. Then, in :HFF, he founded )abina 'orporation. )oon after, in :HH:, 6ajeed set up a research and development group at &angalore, "ndia called )ami abs td. That facility now has over ?%% employees. )abinsa produces e-tracts and special powders

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such as the following Duses are typical applications sought by product manufacturers and may not reflect traditional Ayurvedic usesE9 As e-amples of how traditional Ayurvedic ingredients are converted to modern products, it has been found that myrrh yields guggulsterones and fran#incense yields boswellic acids that are now in high demand. <or both these herbs, the original research and product development originated in "ndia as part of an ongoing effort to investigate and ma#e more useful the tradition of Ayurvedic medicine. 6uch of the guggulsterone and boswellic acid currently used in manufacturing products today comes from )abinsa 0uggulsterones are reputed to lower blood lipids, including cholesterol, a problem recognized currently, but not an issue of traditional Ayurvedic medicine. The standardized nutriceutical available for most manufacturing of products is $.?G guggulsterones/ preparations of A.?G and of :%G guggulsterones are produced, but the high steron products are soft and more difficult to use in manufacturing. The )abinsa product is trademar#ed 0ugulipid. &osewellic acids are reputed to have potent anti8infiammatory activity, as demonstrated in laboratory e-periments/ its traditional use would indicate an anti8inflammatory action. The standardized boswellic acid preparations list their content as ?%8A%G boswellic acids, though it has been suggested that these are actually total organic acids from fran#incense, with boswellic acids as the major component. The )abinsa product is trademar#ed &oswellin. This trend towards nutriceutical development ha not been adopted by all. )ome are still interested in promoting the acient tradition and sell the well8#nown prescriptions or ma#e up new proprietary formulas. An e-ample of a company that sells comple- Ayurvedic compounds is )urya +erbal in ,ew 7elhi. They are the manufacturers and e-porters of a wide range of Ayurvedic generic, branded specialties and other OT' herbal healthcare products. The company provides :? formulations, which match, for the most part, the categories of natural therapeutics in demand worldwide. The products include9 6emory8loss 'apsulesO )yrup / 6ender )tress and <atigue 5elieving 'apsule/ 0eneral 4ea#ness Tonic for 6en L 4omen/ iver 7isorder 'ultivate TabletsO)yrup/ Piles L .aricose .eins Tablets/ Throat L Other 6inor "nfection Therapy TabletsO)yrup/ 6enstrual 5egulatory 'apsulesO)yrup/ 'ough 5elief TabletsO)yrup/ and 'onstipation 5egulatory TabletsO)yrup.

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Another e-ample is Jniversal 6edicaments Pvt.

td., a part of Jniversal

Pharmaceutical 0roup. The company is best recognized for its formulations !arnim DAnti8diabetic supplementE, +erbo#am DAnti 8stress formulaE, 'heta# D)timulantE, Tonabilin D"ron supplementE, 6initone, J80yanetone, and Jnicough )yrup. All together, the company has about :? main proprietary products. !ey elements in both these companies is a gradual move away from traditional Ayurvedic products to the new formulation D(research8based*E and new dosage forms Deg. 'apsules and )yrups to replace, as e-amples, teas and ghee preparationsE that suit the current demands. The direction today is to deal with broad issues, such as lowering cholesterol and lipids, lowering blood sugar Din diabetesE, and improving cardiovascular health overall. Products in high demand also include menopause formulas, se-ual stimulants, treatments for liver diseases, and deto-ifying regimens. The biggest supplier of Ayurvedic herbs products for the J.). And other 4estern countries in 6aharishi Ayurvedic Products "nternational, lnc., currently located in 'olorado. 7espite its dominance in the field, which came about because of the popularity of 6aharishi 6ahesh Cogi in his teaching of transcendental meditation, the company still has only a limited mar#et presence and small staff. The 6aharishi had attracted a few medical doctors to his program, and they have been vocal proponents of the products, which is the reason for their continued use. There are about two dozen products in their catalog. "n America, Europe and other countries, it has long been recognized that is difficult to promote traditional medicine systems because of their comple-ity, so individual herbs become the focus of attention. The main herb of interest from "ndia is ashwaganda. "t is not promoted as much based on its role in Ayurveda/ rather, it has been compared, with considerable hyperbole, to ginseng, which was for many years the biggest selling medicinal herb on the international mar#et. )o it is called ("ndian ginseng* by some Dthough to do so now in the J.). is illegalE and promoted as an (adaptogen*. as a se-ual tonic, and as an immune enhancer, but usually without any reference to its characteristic as recognized by Ayurveda. "t is included in formulations, but mostly with non8Ayurvedic ingredients. Previously, the best promoted herb from Ayrveda was 'entellaasistica, one type of &rahmi. This herbs became popular almost entirely on the basis of one product Dwhich contained two

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other non8Ayurcedic herbsE, that was heavily promoted. 'onfusion over the source led to substitution of a 'hinese herb in most products recently. +owever, this Ayurvedic herb is still promoted as an energizer Din Ayurvedic medicine it is a sedativeE, and as a tonic for the brain Dwhich is consistent with some Ayurvedic indications for itE. There are serious problems with traditional Ayurvedic medicine in the 4est. "n a separate article DStatus of Ayurveda in the U.S)," have described significant barriers that e-ist to development of the field here, where 'hinese medicine has done fairly well. .isitors to "ndia bring bac# distressing stories about the status of Ayurvedic medicine education in "ndia, which indicates that there are problem arising in the source country. Other issues influence the potential spread of Ayurvedic medicines. 4hich the popularization of herbal medicine in recent decades, along with the rapid growth in population, numerous species used in ma#ing traditional formulas is becoming endangered. A good e-ample is Nardostachys DjatamansiE, which is now permitted only in manufactured products, cannot be otherwise e-ported/ it is mainly obtained in ,epal. According to one estimated, :$% economically useful plants in "ndia are endangered, =? of which are said to be important medicinal. Puality control issues have come to the fore, with worries about contaminations of plant products by heavy metals, pesticides, and other substance, yet few Ayurvedic factories are larger enough and affluent enough to invest in the necessary testing producers to demonstrate the 2uality of the finished materials. The ones mentioned above, )urya and Jniversal do have the capabilities and produce certificates of analysis for their batches of product that reversal test data on cleanliness and purity of the product

2.5

GLOBAL OPPORTUNITIES AND CHALLENGES OF AYURVEDA

Ayurveda is one of the most ancient systems of medicines in the world. Ayurvedic medicines are one of the most ancient systems of treatment in "ndia L now spreading globally. ,atural Products are also a part of our everyday life. 5ight from the inception, "ndia has a rich heritage of using AyurvedicL +erbal were being practiced and used all over the world for many years but have only recently started

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getting legal acceptance in many countries in the world as alternative system of medicine. "ndia is called (&otanical 0arden of the world* as it is the largest producer of medicinal herbs. Out of more than $?%%% plants of medicinal value, only :%G are used for their medicinal value. Around :F%% species are systematically documented in the codified "ndian systems of medicine. These herbal products are preventive, protective, nutritive and curative. &otanically, a herb is a plant with a non woody stem which withers and dries down after flowering. The term applies to all plants whose leaves, stems, roots, flowers, fruits and seeds have medicinal uses. There are thousands of +erbs which can be processed to prepare their e-tracts in the form of li2uid, paste L powders. As per 4.+.O. report, more than F%G of the world population uses medicines made from +erbal and natural products. 'urrent 0lobal mar#et of +erbal LAyurvedic medicines is estimated to be more than J) N :%% billion, out of this E.J. accounts for about >%G Rapan $%G J)A :%G the Asian countries together account for =%G of the global mar#et. 7uring last decade importance of Alternative medicine was realized and with the inclination to this, the growth rate of AyurvedicL +erbal industry can be put more than =%G for the last $? years. The world, which due to technological advance, developed medicine which are 2uic# acting, potent and capable to treat L provide sympathetic relief, has now started to feel the need for longer lasting L more fundamental cures for their problems of health. Attention now being shifted from relief to prevention L cure. The intention to go bac# to nature L use natural materials L methods of ancient times. The support to this use of food supplements O neutraceuticalsis promoted in J)A under law called 7)+EA. These industries have rapid growth of more than = trillion dollars ; industry comprising of vitamins, minerals, amino acids, nutrients, micronutrients L above all herbals. The opportunities are enormous in "ndia the only constraint is this system is not recognized in most parts of the world legally as a system of medicine O health care, allowing 2ualified doctors to practice the profession, advice L prescribe AyurvedicL +erbal medicines L neutraceuticals. 4hatever is happening in few countries is due to individual efforts in personal capacity L success stories heard some time. A new model L statutory clearance for facing this challenge is now re2uired. 5ecent developments in "taly and J.! with ord 4alton 'ommittee, the

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coming up European law on traditional medicines are all putting more L re2uirement to be met. 'oncurrently more L more discussion are emerging about source of herbs L their collection, cultivation, harvesting, post harvesting practices, storage, microbiological L other contamination characteristics. These provide more challenges, ,otifications about e-port of such natural materials, need for sustainable development L the recently enacted &iodiversity Act as more aspects to be ta#en care of. Ayurveda accounts for more than F%G of user3s profile of traditional medicinal plants, with A:H plants being used in this sector. The lowest numbers of species D>HE are being in modern system of medicine. "t is estimated that over F%%% units are engaged in preparation of wide range of herbal products using medicinal plants. 6ost of the units are in the Ayurveda system of medicine. There are also licensed practitioners numbering around ?%%,%%% who believe in processing the plants themselves and preparation of medicines. &esides, there are also estimated one million fol# healers in and around villages of "ndia. There also medicinal plants cultivation and consumption at home level DTulsi and Aloe vera and such otherE which are beyond the estimated for commercial cultivation. &ased on the current commercial consumption levels in ")6 sector D5s. =F> croreE, and e-port level D5s. >@= crore only cruide drugsE, it is estimated that commercialization of medicinal plant cultivation was to the e-tent of 5s. F>A crore Din $%%:8 %$E in "ndia. 7uring the last decade, there has been a growing interest in traditional and alternative system of medicine in many developed countries. 6edicinal plants are the oldest #nown health care products. Their importance is still growing although it varies depending on the ethnological, medical and historical bac#grounds of each country. +erbal medicines are assuming greater importance in the primary health care of individual and communities in many developed as well as developing countries and there has been an increase in international trade in herbal medicine, and many herbal products of "ndia origin, have very good potential to win a considerable share of the world mar#et. 5eportedly, J!, JAE, )weden, "ndonesia and J)A D = countriesE have already recognized Ayurveda as a health care system and thirty more countries are on the average of doing so. "ndia with its wide variety of climate and soil conditions has ample scope in gaining a foothold in the global plant based neutraceutical mar#et. &ut
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the promotional efforts by industries and government have not been sufficient to achieve the re2uired potential presented by the mar#ets abroad. Thus an appropriate planning and action based on the mar#et re2uirements is essential. "ndia has >?%%% diverse plant species spread over :@ different agro8climatic zones, :% vegetation zones, $? biotic provinces and >$@ habitats of specific spices.

3.1

COMPANY PROFILE
Amrita ife is a full pledged Ayurvedic manufacturing unit opened on :H th 6ay

$%%F as a part of Amrita Enterprises Pvt.

td. "t is an independent establishment

functioning under factory Act, managed by 6ata Amritanandamayi 6at. There are a lot total of five subsidiary units of Amrita Enterprises Pvt. . td, which include Amrita Television, Amrita Technologies, Amrita &oo#s and Amrita Pharmacy.

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6anagement of Amrita Enterprises

td. 'omprise of five &oard of 7irectors,

members from various bac#ground which include awyers, 'EOs and people from different professions. They all own a significant amount of share in the company. The &oard of 7irectors appoints 0eneral 6anagement D06E for all its sub companies including Amrita ife. The management structure then goes down to the recruitment of e-perienced professionals as managers D+ead of 7epartmentsE, answerable to the 06. These managers recruit staff D+uman 5esourceE for their respective department which completes the structure. +ere we can see that the organization structure is not too long is wide in terms of a number of departments, though they are not board in scope.
LOCATION

The company3s main office is located in .alli#avu , a sub8urban area located in !ollam , !erala. .alli##avu is the birth place of +er +oliness 6ata Amritanandamayi, who is the inspiration and guiding light of Amrita Enterprises Pvt. td. The office is situated adjacent of Amrita Ayurvedic 6edical 'ollege, 4here the company also has an e-clusive outlet for the supply of its products.
INFRASTRUCTURE

"t is fully mechanized manufacturing unit. The entire manufacturing process is doing with the help of modern e2uipments and plants. The production is controlled by technically s#illed officials, technicians and staff. Amrita ife is well e2uipped with the necessary infrastructure and other paraphernalia for manufacturing ayurvedic medicines. The Amrita ife factory has a boiler, which used wood as fuel, thermic fluid as heat carrier with auto control gadgets. &oiling pans with centralized heating system are used to manufacturing classical ayurvedic medicines li#e decotions. Pressure control fermentation vessel are used for pressing, juicing, cutting, chopping, powdering, pulverizing and automatic sieves for processing raw materials. Automatic powder filling machine, lehyam filling machine, i2uid filling machine, 'ap )ealing machine, )hirn# Pac#ing machine and <oil )ealing machine are used for pac#ing finished products. The range of products manufactured at Amrita ife includes classical medicines, proprietary or patent medicines, and nutritional products. 3.2 AIM

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The aim of this established company is to manufacturing 2uality ayurvedic medicines and to promote high value of ayurveda nationally and internationally through global mar#eting. The company has set its own standards and measures to see that each and every product is of highest 2uality and is e-actly similar to the value of 2uantity of ingredients re2uired to prepare a particular medicine, according to the .edic scripture. All of its products have a complete list of ingredients written on its pac#age to ensure effective and efficient results. 3.3 CORE PURPOSE (To 'elebrate +ealth 'elebrate life*
GLOBAL REACH

Amrita ife will create an e-tensive networ# consisting of branches and agencies to distribute the finished products to the local and global community. "t e-ports ayurvedic medicines that meet international 2uality re2uirements to create an impact at global level. Amrita ife has :?% branches all over "ndia. "t will not sacrifice ethics and 2uality of medicines in the interest of financial gain.
BUSINESS FOCUS

Amrita

ife

td. is an ")O H%%:9$%%F and 06P certified Ayurvedic

Pharmaceuticals 'ompany that manufactures authentic ayurvedic products e-actly prescribed in the vedic scriptures.

3.4

MISSION STATEMENT Amrita ife is committed to reviving "ndia3s ancient )cience of ife is dedicated

to maintaining the highest standards and values of traditional Ayurveda, ta#ing advantage of the latest technologies and innovative methods, with our highly 2ualified, e-perienced and motivated team, we are committed to actively serving "ndia and the world by providing the highest 2uality Ayurvedic medicines and

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treatments available anywhere. Through the synergy of )cience and spiritually, we are inspired to serve society for its all8around progress and prosperity.
SUPPLIERS ; CLIENTS

The company deals in about >?% different types of raw materials. )o one can imagine the number of suppliers it deals with. The company has lot suppliers and clients spread across "ndia, which include &ombay, Ahmadabad, 'hennai and several parts of !erala. This is mainly due to the natural/ of the industry. Ayurveda deals with rare herbs which need to mi- in the e-act proportion to create the composite product. These herbs are not available everywhere and need to be procured from very deep forests which may be inaccessible by road. The company deals with both registered as well as unregistered suppliers. These unregistered suppliers are mainly adivas is who reside in forest areas, who are the only source of access for some type of herbs. 6any of the adivas is being illiterate do not have much #nowledge about the trade system and ta-. )o the company itself crates the bills on the name of these suppliers and even often signs it on their permission as they may not have their own signature. This may be a loss for the company as they pay ta- on their behalf, but the company needs to abide by its legal obligations. The company do not have clients as in specific individual customers as it deals with generic public, through its e-clusive franchises and distribution centers. &ut the company produces an ayurvedic medicine which is only given as prescribed by the doctors. This is done by company3s own medical representative who acts as the sales team. Out of all its franchises and distributers, four of them are directly managed by the company itself. The locations include/

Amrita Ayurvedic 6edical 'ollege and hospital, .alli#avu, !ollam

Amrita ife outlet at .alli#avu, !ollam

Amrita "nstitute of 6edical )cience DA"6)E, Edappally, !ochi

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Another outlet in Edappally, !ochi

The rest are run by private individuals under an agreement with the company. This also includes super stoc#iest at the district level, who purchases the goods in bul#, to meet the une-pected demand of its neighboring and distribution centers.

3.5

<UALITY POLICY

(Amrita ife* dedicates them with ayurvedic missionary zeal to achieve and sustain e-cellence in all their activities. They are committed to Total 'ustomer )atisfaction by providing ayurvedic products and services strictly adhering to the centuries validated traditional which shall delight their customers and comply with all the statutory and regulatory re2uirements. They strive to continually improve the effectiveness of their P6) through "nnovations, Technology, Technological E-cellence and Training to their employees. A dedicated team of wor# force with a sense of pride of Amrita ife will lead them, for (TOTA PJA "TC*.

CORPORATE VALUE

Amrita ife believes in honoring its commitment, integrity and transparency are an integral part of our relationship with customers, employees and society. 5espect for ife9 the company believes that life in all its forms must be respected. They respect and value their people. Their employees are their value creators whose efforts, creativity, bond they cherish their customers, who reward them for their value creation and their sta#eholders, who are committed to them in their endeavor to improve life. They also recognize and respect their environment and ta#e every effort to preserve it.

3.6 ACHIEVMENTS

Amrita ife has many a first to its credit and these have been earned through its constant endeavor for identification of products that are re2uired by the end users.
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5esearch and 7evelopment centre aims to provide specialized products that value and enhance every aspect of life.

M)%#"$%)! -)r) r) *$.) $= #-) (-"),).)%#* $= #-) ($.' %3>

0ranted 06P certification within si- months. ")O H%%:8$%%F in one year of inspection. 4as able to reach the customers in !erala, !arnata#a, Tamil ,adu, 6aharashtra and 7elhi within ayurvedic year. Gr$8' ($%()r%* $= #-) ($.' %3 "%(&8!)>

Amrita Television. Amrita Pharmacy at A"6). Amrita Technologies. Amrita 6edical 'ollege.

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PRODUCT PROFILE
Amrita ife is a company that deals in the manufacturing and sales of Ayurvedic medicines. Products include9 Traditional Ayurvedic medicines Oclassical products Patented and proprietary products OT' products Eco8friendly cosmetic products +ealth )upplements Organic products

C& **"( &'r$!8(#*6 ArishtamDmedicatedwinesE,!ashayamDdecoctionsE,ThailamDmedicatedoilsE,!uzhamb uDmedicatedcombinationE,!eramDmedicatedcoconutoilsE, ehyamO5asayanamDmedicat edlinctusE,0rithamDmedicated gheeE,0uli#a Dmedicated pillsE,'hurnamDmedicated herbal powdersE. Ar"*-# . ;A* , .* 6 These are fermented type of medicines prepared adding honey, jiggery, sugar to various herbal combination. These preparations will have an alcohol content of @8 :%G, which is generated due to the fermentation process. Around fifty types of Arishtams and Asavams are manufacturing in Amrita ife.<ew of these products are as under9 :. Amrutharishtam $. Asho#arishtam =. &alarishtam >. 7asamoolarishtam ?. a#shmanarishtam

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@. 7hathryaristam A. 7uralabhaarishtam F. Reera#aadyarishtam H. 6ustharishtam :%. Parthadyarishtam ::. .asaarishtam :$. Aravindasavam :=. ohaasavam :>. ,imbasavam :?. Pippallyaasavam :@. Punarnnavaasavam :A. )aribaadyaasavam 2 *- 3 * 6 7isintegrated drugs are concentrated and e-tracted into water. The drugs are boiled in water and are concentrated. 6ore than fifty types of !ashyas are manufactured in Amrita ife. <ew of these products are as under9 :. Amruthotharam !ashayam $. Ela#anadi !ashayam =. 0andharvahasthadi !ashayam >. )u#umaram !ashayam ?. .aranadi !ashayam @. 7aasamoolam !ashayam A. 7ra#shadi !ashayam

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F. "ndu#andam !ashayam H. !aidaryadi !ashayam :%. 6aharasnadi !ashayam ::. Padoladi !ashayam :$. Punarnavadi !ashayam :=. )ahacharadi !ashayam :>. Thi#tha#am !ashayam :?. .eeratharadi !ashayam :@. .idaryadi !ashayam :A. .asaguloochyadi !ashayam 2)r .6 :. &alahadadi #eram $. 'hembarathyadi !eram =. 7urvaadi #eram >. Eladi !eram ?. ,alpaamaradi velichena @. Thriphalaadi velichena A. !ayyunyadi !eram F. ,eelibringaadi !eram H. a#shadi !eram :%. The#araja !eram ::. Prapaundari#adi !era

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L)-3 . 6 ehyam are semi8sold preparation of drug, prepared with the addition of jiggery or sugar candy and boiled with the prescribed li2uid and fine power of drugs, until the correct constituency is obtained different lehyams manufactured they are / :. Agasthyarasayanam $. Aswagandhadi lehyam =. 'hinjadi lehyam >. 'hyavanaprasam ?. 7asmoolaharitha#i @. 0oomoothraharitha#i ehyam A. +aridra#handam F. !alyanagulam H. Panchajeera#agulam :%. )ooranadi lehyam C-$$r% * 6 :. Ashtachoornam $. Avipathi choornam =. Eladi choornam >. Pushyanuga choornam ?. )udarsana choornam @. 7adimashta#a choornam A. !arpooradi choornam

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F. !ottamchu#adi choornam H. 5asnaadi choornam :%. Thaleesapathradi choornam T- "& . 6 :. Arimedadi thailam $. Anuthailam =. Asanavillwadi Thailam >. &alathailam ?. !arpooradi Thailam @. !arpasathyadi Thailam A. !ottamchu##adi Thailam F. !sheerabala Thailam H. a#shadi Thailam :%. ,arayana Thailam ::. Pindathailam :$. Pinya#a Thailam G-r"#- * 6 :. &rahmi ghrutham $. "ndu#anda ghrutham =. )u#umara ghrutham >. .aranadi ghrutham ?. .idaryadi ghrutham

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@. 7adimadi ghrutham A. Padoladi ghrutham F. )aaraswatha ghrutham G8&"/ 6 :. 'handraprabha 0uli#a $. !aanchanara 0ulgulu =. !aisora 0ulgulu >. .ilwadi 0uli#a ?. Cogaraja 0ulgulu 28?- .78 6 :. 7hanwantharam !uzhambu $. Elaneer !uzhambu =. !ottamchu#aadi !uzhambu >. Prabhanjanam !uzhambu ?. 0andharvahasthadi Erandam @. !arpasasthyadi !uzhambu A. !ottamchu#aadi !uzhambu F. )ahacharadi !uzhambu A, r#-" 6 :. !sheerabala Thailm PATE,T P5O7J'T) Amrita 0enius98

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&rain nourisherL memory booster for all ages L stages. "mproves intellectual performance in a modern high8profile and high8stress atmosphere. Amrita !esini98 +air oil with an enchanting fragrance. "nduce very good stress free sleep and relieves tension. Amrita 'hu##u!appi98 A substitute for regular coffee, useful for sore throat, throat pain etc.. Amrita ,asarshari98 Jni2ue medicated coconut oil for e-ternal application on the head to prevent nasal polyps and related diseases. Amrita +erbal )hampoo98 'ombination of aloe vera and uni2ue saffron. "mproves s#in te-ture and leaves the s#in soft and blemish8free. Amrita 'hemparuthi98 To protect from germs in natural and gently way. )oft li#e your grandma3s touch. Amrita !anthi98 ,atural face pac#. To #eep your s#in cool restores natural s#in glow. Prevents and cures acne, blac# heads etcS )uitable for oily, dry and mi-ed s#in type. Amrita 0reen Apple98 ,atural soap, protect your family with pudina. ,atural way to #eep s#in healthy and beautiful. Amrita &rahmitailam98 )pecial preparation which restores natural and normal sleep pattern. Enhances memory power. 'an be used for all age.

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Amrita 6urivenna98 An ancient and remar# miraculous remedy for burns, wounds, bac# pain every have need in their first aid bo-. Amrita Alife98 A classical combination with herbs and essential oils to fight against head ache, body pain. Amrita +oney98 <orest honey collected through in our plant processed with maricha and sunthi can be used as anupan along with other medicines.

4.1

ORGANI:ATIONAL STRUCTURE
An organization structure means the framewor#, typically hierarchical, within

which an organization arranges its lines of authority and communications, and allocates rights and duties. Organizational structure determines the manner and e-tent to which roles, power, and responsibilities are delegated, controlled, and coordinated, and how information flows between levels of management. A structure depends entirely on the organizationKs objectives and the strategy chosen to achieve them. "n a centralized structure, the decision ma#ing power is concentrated in the is top layer of and the management and the departments tight and control is have e-ercised varying over departments and divisions. "n a decentralized structure, the decision ma#ing power distributed divisions degrees of autonomy. An organizational chart illustrates the organizational structure.

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ORGANISATION CHART

Amrita Life

Production Manager R&D Manager

ce Manager

counting

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Tech Staff

Qualit

Q C Lab

Staff

!inished "oods

Billing

Dispatch

41

Labeling

Managing Direct

Board of Directo

Chairman

Amrita Life

Resorts & !arms

Supervi

!illing

Purchase Manager (dmin Manager

!i

Logistics #nventor

&eutriceuticals

#nnovation

Production

Po'dering

$ealth Drin%s

Ne !ro"ect

5.1 PRODUCTION DEPARTMENT

Production is the act of creating output, a goods or services which has value and contributes to the utility of individuals. The act may or may not include factors of production other than labor. Any effort directed toward the realization of a desired product or services is a productive effort and performance of such act is production. The relation between the amount of inputs used in production and the resulting amount of output is called the production function. Production is the process by which raw materials and other inputs are converted into finished products. "t is one of the important elements of mar#eting as no good can be mar#eted unless they are produced. Therefore it plays an essential role in an organization. This system differs from company to company. There are inputs and outputs, operation and activities imparting values to the inputs. A continuous production system is one in which the e2uipments and wor#stations are arranged in the se2uence, in which the input raw material is converted into desired components or assembly. Amrita ife has the manufacturing license of about >%% products as sanctioned by the 7rugs 'ontrolling Authority of 0overnment of !erala. Products include Arishtam, !ashayam, Asavams, Oils, Thailam, !uzhambu, ehyam etc. This

#os$etics

Mar%eting &uper'isor

Mar%eting Manager

!atient

RM

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Securit

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Amrita Life

establishment has 0ood 6anufacturing Practice D06PE certificate issued by the 7rugs 'ontrolling and icensing Authority of 0overnment !erala. A se2uence of procedure involved in the preparation of the ayurvedic medicine. <or the preparation of the medicine the process are starts form = or > months before, ie.,= or > months before the company collects materials and starts the preparations. )ome preparations are through the hands ie., manually and all these materials are passed through various machines and preparing the final output. )ome of the partly finished goods #eep one or two months for the preparation of the final products. 6ost of the ingredients are roots, leafs, seeds, flowers, fruits of medical plants. They convert this into powder and pulps for the medicine preparation. After the preparation the medicines are pac#ed and distributed. The raw materials are mainly collected from Pala##ad, "du##i, Thrissur, and 'hanganassery. Ayurveda, the #nowledge or science of life longevity has a history as long as human civilization. Also #nown as the "ndian systems of medicines, Ayurveda is "ndiaKs timely gift to man#ind. Over the countries, Ayurveda attained perfection through astute minds and adept hands, rendering definite solution to even seemingly incurable illness that too, without harmful side effects invariably associated with the allopathic system. Even in the so called developed nation, Ayurveda is fast gaining around. Amrita ife is an ardent follower of the Ayurvedic tradition. &ut modern

technology has its own contribution to ma#e by way of hygiene, accuracy and speed. ThatKs the way the companyKs manufacturing operations have been mechanized to a large e-tend with 06P and ")O standards. These operations are organized under the watchful eyes of a (highly talented and deeply dedicated team of doctors and health scientists*. OBJECTIVES OF PRODUCTION DEPARTMENT To ensure that all the products will have consistent 2uality. To achieve ma-imum customer satisfaction. To faster team wor# for optimum productivity of mean and machinery. To meet the environment regulations with emphasis on safety

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of all the employees and maintain the best #eeping standards. Production 7epartment of Amrita ife mainly focuses on carefully managing the processes to produce and distribute products and services. Production management includes substantial measurement and analysis of internal process. There are = sub departments under the operation department. They are/ Purchase 7epartment 7evelopment 7epartment )tore 7epartment

P8r(- *"%0 Purchasing activity of the firm performing by separate purchasing department. <or the raw materials the production department sends an indent to the purchasing department about their recruitment. The purchase manager verifies the indent and ma#es the order for the material. And the copy of the purchase order sends to the purchase department. The raw materials are collected from the agents. The purchase department ma#e the order to the agents ie., how much want, what are the materials they wantT Etc. They ma#e the delivery at the specified time. Purchase process completes only after the successful completion of the 2uality chec# by the Puality 7epartment. "f the materials have the specified 2uality, it is allowed to entering in the inventory. This is the case of raw materials, but for the other items each department can ma#e their intent to purchase department and they purchase and give to the department. +ere purchasing activities is done by the manager only. 6anager oversees the ac2uisition of materials needed for the operation, general supplies for office and facilities, e2uipment or construction contracts.

M % 0)r@* r)*'$%*"7"&"#")* r)>

)ee#ing reliable vendors or suppliers to provide 2uality goods at reasonable prices.

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5eviewing technical specification for raw materials, components, e2uipment or building.

,egotiating prices and contracts. 7etermining 2uality and timing of deliveries

O')r #"$% +ere customers are the main focus. According to the customer3s re2uirement, company will purchase materials and design and develop the final product which the customer demanded and passed on by mar#eting e-ecutives to the production department. Once the product is made as per the design validated by mar#eting, and P' L material will be delivered to the customer in a nut shell development involve mar#eting input, design, validation, prototyping, production, inspection, testing L delivery. S#$r) )tore department is very important. This will help to reduce the time lags in the supply chain, from supplier to user at every stage. E-cel program is using as database to enter the information.

F8%(#"$%* %! D8#")* $= S#$r) D)' r#.)%#>

The complete control on the materials is vested in the )tore 7epartment. )tore department covers the following functions. )upplies materials to various department "nventory control )tore#eeping 6aterials handling

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'odification Pac#ing Transportation 7eliver to customers

CHART N$6 5.1.1

1OR2 FLO1 OF AMRITA LIFE

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"n each and every step the 2uality chec#ing is carried out rather than that of the certificate from the controller.

PRODUCTION PLANNING AND CONTROL

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Production planning of the Ayurvedic medicine mainly depends on the season. The demand for the medicine is different in different seasons. 7epending up on the season, the target or the production is adjusting. They are using the past record for the planning of the production of the medicines in each season and they analyze the demand of each product line at each season. <or the high demanded season they purchase the materials in bul# and Bstart the production wor#. They used hired laborers3 or they start the three shift operation. "n the off8season they cut the three shift operations or avoid hired labours. 7epending up on the area, they can produce the products. 'limate is other department factor of the production planning. <or e-ample the rainy season, in this season the Ayurvedic medicines have a very good demand. )o the company adjusts the production accordingly. The e-port of the medicine is also a factor for the planning. 'ompetitions are another factor of the control of production. 7epending up on the price of the raw materials the production can be controlled. The maintenance department chec#s each machine yearly and they repair it if necessary. A technician is wor#ing under the maintenance department for doing the maintenance wor#, is called the B6aintenance Officer3. 'orrections of machineries are given to outside contractors. Production department of the company is responsible for the entire production process, store, research and development and 2uality control.
PRODUCTION FACILITIES

The plant is e2uipped with modern machines and operations are organized under the watchful eyes of talented physicians and health scientists. Production and manufacturing facilities are fully geared for the mass production of ayurvedic medicines in strict adherence to ancient ayurvedic scriptures. "ncorporation of modern technology for mass production and upholding traditional value ma#e the facilities well8integrated synthesis of traditional and modernity. T-) . "% )A8"'.)%# 8*)! "% #-) 'r$!8(#"$% 'r$()** r)> 5ed &oiler Open Pan
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+ydrolic Press 'oo#er 6icro Pulvansier 7isindicator Ruicer

CHART N$6 5.1.2

STRUCTURE OF PRODUCTION DEPARTMENT

6anager

Production Officer

)upervisor

E-ecutives

6echanic

)taff

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5.2

HUMAN RESOURCE DEPARTMENT

An +5 department is an important department in a company. The +uman 5esource 7epartment deals with management of people within the organization. There are a number of responsibilities that come with this title. <irst of all, the 7epartment is responsible for hiring member of staff/ this will involve attracting employees, #eeping them in their position and ensuring that they perform to e-pectation. &esides, the +uman 5esource 7epartment also clarifies and sets day to day goals for the organization. "t is responsible for organization of people in the entire 'ompany and Plants for future ventures and objectives involving people in the 'ompany. The human aspect of resource within an organization contributes appro-imately FG of the organization3s value. This implies that if people are not managed properly, the organization faces a serious change of falling apart. The +uman 5esource 7epartment3s main objective is to bring out the best in their employees and thus contribute to the success of the 'ompany. The department handles all the personnel aspects of a company as well as training paying and benefits for your employees. The purpose of having a human resources department is to establish, develop, maintain and communicate office policies throughout the entire company and to represent, help, advise and consult with the employees, while simultaneously #eeping the overall best interests of the company in mind.

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A human resource department develops hiring plans and recruiting policies, as well as handles compensation and salary administration. "t also wor#s for affirmative action and handles employee relations, separations, contracts, performance reviews, and benefits. +uman resource department also develop official documentation, wor#place ethicsOcode of conduct, employees handboo#s, employees training programs, awardOreward programs and community connection as well. +uman resource department is devoted to providing effective policies, procedure, and people8 friendly guidelines and support within company mission, vision, values or guiding principles, the company metrics, and the factors that #eep the company guided success are optimized.

E.'&$3)) R)(r8"#.)%# %! S)&)(#"$% Once the recruitment of manpower is #nown the process of recruitment starts. "t can be defined as the process of identifying the sources for prospective candidates and to stimulate them to apply for the jobs. "n other words, recruitment is the generating of applications or applicants foe specific positions.recrutment process of searching for prospective employees and stimulating them to apply for jobs in the organization. )election is the process of offering jobs to one or more candidates from among those who have applied for the jobs in the organization. The basic purpose of selection and interview is to ascertain the degree of 2ualities and abilities of the prospective candidates.
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Amrita Life

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<irst, a department head must inform the +5 manager of an opening in their department. Then +5 manager must obtain the job description to formulate a Rob 7escription )heet for publication either internally, publicly or both. Then +5 must field the DmanyE response to that job announcement to feed out the 2ualified from the un2ualified applicants. Once that is completed, the interview process must be coordinated. They prepare the job description, contact the newspaper, run the advertisement, field the calls, compile a list of potential candidates, submit that list to the department3s hiring manager for approval and selection, contact the chosen candidates to set up preliminary interviews, and interview the candidates

E.'&$3)) Tr "%"%0 %! D),)&$'.)%# Training is concerned with imparting with specific s#ills for particular purpose. The term development refers broadly to the nature and direction of change induced among employees through the process of training and education. "t is not necessarily a guarantee that a candidate who did well in the recruitment e-ercise is the best in performance an organization3s functions. ,ew employees need orientation into the 'ompany3s functions and can also improve some inefficiency that these new

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employee may have in relation to their s#ills. This is the purpose of placing them on internship Training is also essential for members of staff who have been wor#ing for the organization for a long time. This is especially so in the wa#e of technological advancement, legal changes and changes in service delivery. As a company and the re2uirements of a position evolve, a company needs to ta#e certain measure to ensure a highly s#illed wor#force is in place. The +uman 5esource 7epartment oversees the s#ill development of company3s wor#force, acting as an in8house training center to coordinate training programs either on8site, off8site or in the field. This might include on8going company training and outside training seminars. There are different types of training given to the employees. "nduction training )ales and mar#eting )ervice training 'ommunicational training E2uipment +andling training Operation training

E.'&$3)) C$.')%* #"$% B)%)="#* Ones of the major functions of the +5 department are to motivate employees. This can be done through rewards especially for those who have done well. The +5 departments need to evaluate performance of employees and those who have e-ceeded e-pectations should be compensated for their action. This covers salaries, bonuses annual occasion, vacation pay/ sic# leave pay, 4or#er3s 'ompensation and insurance policies such as medical. The +uman 5esource 7epartment is responsible for developing and administrating a benefits
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compensation that will stay on with the company. 4hen an employee is hired, the company3s &enefits 'oordinator is re2uired to meet with employees one8on8one or in small group setting to e-plain their benefits pac#age. This often re2uires an employee to ma#e an informed decision and to provide their signature for processing purpose. )ome compensation pac#ages are/ +oliday offers End of year bonuses E2uities Awards )alary increments Provision of fle-ible wor#ing hours )traight forward promotion schemes and career developments

E.'&$3)) R)& #"$%* 4ith the increased rise in unethical practices and misbehaviors ta#ing place such as age, race and religion discrimination, there needs to be mandatory compliance with governing rules and regulations to ensure fair treatment of employees. "n short, employees need to #now they have a place to turn when a supervisor abuses his or her authority in anyway. Gr"), %()* 0rievance procedure is a formal communication between an employee and the management designed for the settlement of a grievance. The grievance producers are/

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O')% !$$r '$&"(36 Jnder this policy, the aggrieved employee is free to meet the top e-ecutives of the organization and get his grievances redressed. S#)' & !!)r '$&"(36 Jnder this policy, the aggrieved employee has to follow a step by step procedure for getting his grievance redressed. "n this procedure, whenever an employee is confronted with a grievance, he presents his problem to his immediate supervisor. "f the employee is not satisfied with superiorKs decision, then he discusses his grievance with the departmental head. The departmental head discusses the problem with joint grievance committees to find a solution. +owever, if the committee also fails to redress the grievance, then it may be referred to chief e-ecutive. "f the chief e-ecutive also fails to redress the grievance, then such a grievance is referred to voluntary arbitration where the award of arbitration is binding on both the parties. POLICY FORMULATION 5egardless of the organizationKs size, company policies and procedures must be established to ensure order in the wor#place. These policies and procedures are put in place to provide each employee with an understanding of what is e-pected of them. )imilarly, these policies and procedural guidelines will assist hiring managers in evaluating their employeeKs performance. +uman resources department must have a good +5") in place to automate many functions such as planning and trac#ing costs, monitoring and evaluating productivity levels, and the storing and processing of employee records such as payroll, benefits, and personnel files. MA2ING BETTER USE OF TIME The +uman 5esource is conferred with the responsibility of ensuring that all members of staff perform to their best ability. "t could improve this area by facilitating better use of time in all departments within the organization. Time is one of the most crucial yet intangible assets of the 'ompany. The proper use of this resource could ma-imize production and achievement of organizational goals. The 7epartment can do this by planning activities to be carried out in the organization. "t can ma#e schedules for the various activities that have to be done in the organization and thus facilitate better flow of information. "n addition to this, the

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'ompany can also ensure that all members of staff are held accountable for not performing a certain tas#. This is especially in regard to maintenance of the schedules. "n so doing, human the +uman 5esource 7epartment will be ensuring that employees do not simply report to wor# and that the spent at wor# is directly proportional to output. IMPROVING ORGANI:ATIONAL CULTURE The +uman 5esource 7epartment can try to improve organizational culture through a three step procedure. The first step of the process is observation. "n this step +5 finds out what ma#es ups or what the companyKs culture is li#e. +5 should also be very intense on the organizational needs. +ere, +5 should realize that personal fulfillment wor#s better and therefore should try to ensure that the change is relevant to every staff member. "n this stage, +5 should try to e-plain to all staff members or sta#eholder the advantage of transforming the culture in the organization. This should be made clear so that all can see the advantages at the individual level and not simply at the organizational level. Then +5 should try to eliminate all inhibitions in staff memberKs minds. "t is possible that some may claim that they tried one or two strategies before and it did not succeed. This are what are called Kcries of despairK and +5 should try its best to e-plain to staff members the need of changing the culture of the organization. The ne-t step is the analysis of various aspects. +ere, there is collection of data needed in ma#ing certain that culture changes. This stage involves chec#ing out the success features or the factors that can facilitate its success. There should be calibration of data collected. )taff members should be made to understand that there are no perfect situations for implementations of changes. The analysis should involve assessing whether the information is sensible or not. 4hether data gathered will be helpful or not and if it is too little or too much. )taff members should be re2uested for data that will help change the culture. Of course when trying to bring in change +5 7epartment should have perceived benefits, a deadline for e-ecution and also the realized gains in relation to the change

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in culture. "n this step, there should be reality be done often. There should also be continuous integration. Through this scheme +5 7epartment should be able to change the culture in the organization and add value to it. PERFORMANCE APPRAISAL Performance appraisal is necessary to measure the performance of the employees and the organization to chec# the progress towards the desired goals and aims. Performance appraisal helps to rate the performance of the employees and evaluate their contribution towards the organizational goals. "f the process of performance appraisals is formal and properly structured, it helps the employees to clearly understand their roles and responsibilities and give direction to the individualKs performance. "t helps to align the individual performances with the organizational goals and also review their performance. Annual performance appraisal is usually done by the top management. Puarterly performance is done by line managers. )elf Evaluation is done on daily basis by individual and, monthly by immediate supervisor. )elf appraisal is an important part of the performance appraisal process where the employee himself gives the feedbac# or his views and points regarding his performance. This is done with the help of a self appraisal for where the employee rates himself on various parameters, tells about his training needs, if any, tal#s about his accomplishments, strengths, wea#ness, problems faced etc. +andling people are always difficult and difficult people are always hard to handle, however with the help of human resource department, employees can wor# together as cohesive units to not only solidify the company but to ra#e in the profits as well. +uman resource personnel understand the psyche of a person so that they can motivate and stimulate employees to wor# not only more efficiency but more effectively as well. Thus ultimately the purpose of having a human resource department comes down to wanting a cordial and friendly atmosphere where employees can wor# side by side with their peers to create an effective business mechanism. And also the main function is to manage people

56 IMK ADOOR

Amrita Life CHART N$6 5.2.2

STRUCTURE OF HR DEPARTMENT
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5.3 FINANCE DEPARTMENT

<inance is the science of funds management. The field of finance deals with the concepts of time, money and ris# and how they are interrelated. "t also deals with how

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money is spent and budgeted. <inance is one of the most important aspects of business management. 4ithout proper financial planning new enterprise is unli#ely to be successful. 6anaging money Da li2uid assetE is essential to ensure a secure future, both for the individual and an organization. <inance department is the life blood of the every organization. <inancial management is concerned with the ac2uisition, financing and management of asset with some overall goal in mind .The finance department of a business ta#es responsibility for organizing the financial and accounting affairs including the preparation and presentation of appropriate accounts, and the provision of financial information for managers. <inance department is responsible for the financial administration and management of the company in compliance with the financial rules and the financial guidelines acting in this company. <inance department concern finance flow management of the company and is aimed to serving staff, managers, the &oard of 7irectors and securing the financial health of the company. F"% %() !)' r#.)%# 0$ & %! *)r,"() The main goal of the department is to provide the internal and e-ternal users of financial statement with relevant, accurate and timely information and to guarantee that they re2uire financial revision is closely adhered to in order to protect the assets of the company. The department ta#es care of finance flow to ensure that the company operates within its financial regulations and satisfies various e-ternal financial re2uirements. "t also ensures that the corporate financial records comply with internal and e-ternal audit. The 7epartment there can be pic#ed out the following main service it renders9 Payment of invoice and e-penses "ncome collection and salary management Production and assignment of budgets, capital plans and cash flow forecasts 6onitoring and managing financial plans Auditing and reporting condition

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0iving advice on pricing and costing

The 7epartment plays an important role in the company and the relations between organizational units. "t is closely cooperate with such company3s divisionsas sales 7epartment, Administration, 4arehouse, 7eliveries, and 6ar#eting 7epartment in the fields of payments, audit, revision ; account and cash flow. The effective collaboration is the guarantee that all payments, accounts and deposits will be processed, covered and closed out. This is important as proper organization of the finance system inside the company brings the positive and fundamental effect to the company3s competitiveness, demand and reputation. R)'$r#"%0 ="% %() B R)& #)! # */* At the end of each day <inance 6anager needs to get report on what has been done during the day. +e gets report from the financial staff members and analyzes performance of each member. <or e-ample, to find out whether all outstanding invoices have been paid, <inance 6anager needs to get status report on the tas#s BPay off invoice3. Accountants who are assigned to these tas#s can e-port the tas#s view into 6) E-celO)A E) <O5'E, TA C file and send the file to <inance 6anager as a report. )uch a report in E-cel format shows detailed information about tas# statuses. The areas covered by the financial department include9 &oo# #eeping procedure !eeping records of the purchases and sales made by a business as well as capital spending. These records are typically #ept on computer files. Tally is using as a software for computerized accounting. 'reating a balance sheet and profit Lloss account <inancial statement need to be produced at given time intervals, i.e., at the end of each financial year. Trial balances are e-tracted from the ledger entries to create a &alance )heet showing the assets and liabilities of a business at the year end. "n addition, records of purchases and sales are totaled up to create a Profit and DPL E account.
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Providing management information 6anagers re2uire ongoing financial information to enable them to ma#e better decisions. They should give information about how much it costs to produce a particular product or service, in order to assess how much to produce and whether it might be more worthwhile to switch to ma#ing an alternative product. 6anagement of taThe finance department is also responsible for calculating and organizing the collection of income ta-, sale ta-, service ta-, optical ta-, L ta- reduction at source T7) and fire and safety insurance for the inland and e-port revenue. 'osting 'osting system are components of a broader accounting system used by the company. The main function of the costing system is to #eep a focused eye on e-penditures made by the company. 4hile the data that is collected and generation by the costing approach allows for easy e-traction of the data for reports to upper management. The factors that influence in costing of a product are9 7emand of the customer 6ar#et feed bac# .olume of the production Puality )ales realization section for product

Pricing Price )ystem provides organizations with the visibility to confront project investment decisions through sophisticated cost estimation products and services. The factors that affect the price of a product are9 &ill of the raw material

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&udgeting

.olume of the production "nventory caring cost )ales promotion Dsales and mar#eting costE )alary of the employees Transportation charges Profit margin

&udget is a document which documents the plan of the business. This include the objective of business, targets set, and results in financial terms, i.e., the target set for sale, resulting cost, growth, re2uired investment to achieve the planned sales, and financing source for the investment. Also budget may be long term or short term. ong term budgets have a time horizon of ?8:% years giving a vision to the company/ short term is an annual budget which is drawn to control and operate in that particular year. 'apital budget This concern proposed fi-ing asset re2uirements and how these e-penditures will be financed. 'apital budgets are often adjusted annually and should be part of a longer8 term 'apital "mprovements plan. 'ash budget 4or#ing capital re2uirements of a business should be monitored at all time to ensure that there are sufficient funds available to meet short ; term e-penses. The cash budget is basically a detailed plan that show all e-pected sources and uses of cash.

CHART N$6 5.3.1

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STRUCTURE OF FINANCE DEPARTMENT

-inance Manager

Assistant -inance Manager

Accountant

#ashier

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5.4

MAR2ETING DEPARTMENT
6ar#eting is a social and managerial process by which individuals and groups obtain what they need and want through creating and e-changing of products and value with others. 6ar#eting is evitable for the company, economy/ 6ar#eting acts a lin#ing force between organizations, the outside world, its mar#ets and customer. "t has built a bridge between the farms and factories, which has benefited agriculture, industry and also the society as a whole. The aim of 6ar#eting is to #now and understand the customer so well that the product or service fits him and sells itself. "t is restless and dynamic field. This department has to play the most important role in the organization compared to all other functions Dpurchase, production, finance etc.E of any organization.

M r/)#"%0 S#r #)03 An efficient mar#eting system is wor#ing to reach the products to every needy person through direct distributor and agency. Amrita ife is a holistic approach that combines A65"TA A,7 ACJ) blessed by 6ata Amritananadamayi 7evi affectionally #nown as Amma this state of art Ayurvedic 6edicine manufacturing unit produces a wide range of traditional ayurvedic medicines, patent and proprietary medicines, OT' Products, eco8friendly cosmetic products, health supplements and all types of organic food products.

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Through re8establishment ancient and traditional methods of manufacturing medicines Amrita ife aims to improve the 2uality of life through various ife3s approach is holistic, ta#ing into approaches of ayurveda. Amrita

consideration not only the physical but also mental social and spiritual aspect of well being, at Amrita ife innovative 5esearch and 7evelopment is harmoniously blended with traditional values and ethics.

Amrita ife will e-port ayurvedic medicines meeting the international 2uality re2uirements and create an impact at global level.

Amrita ife will not sacrifice and science in the process of commercialization. Amrita life wills not compromising 2uality of medicines in the interest of business gains.

The major mar#eting strategies adopted are brand advertisements, agency developments representatives. Amrita ife is now producing around $?% products. 6onthly ?8@ new products are getting added to this. "t is having =?8>% agencies in !erala including a minimum of :% agencies per district. Puality of the product is the J)P DJni2ue )elling PointE of Amrita ife. 6ajor competitors of Amrita ife are9 !ottay#alArya.aidyasala )7 Pharmacy )reedhareeum 'ochin Arya.aidysala )ree&hagavathy6adom ,agarjuna FUNCTIONS MAR2ETING DEPARTMENT 6ar#eting and sale of products. and meeting the core customersDdoctorsE through medical

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6onitoring of sale "nvoice and distribution preparation through computers. 'onsumer3s complaint redressed through computerized method. )ales promotion and mar#et surveying

CHART N$6 5.4.1

STRUCTURE OF MAR2ETING DEPARTMENT

Mar%eting Manager

Mar%eting )<<icers

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Mar%eting super'isors

Mar%eting Assistants

5.5 <UALITY CONTROL DEPARTMENT

A well e2uipped Puality 'ontrol department is functioning to ensure the 2uality of product. Puality chec#ing is being done at various phase of processing right from the raw material testing to the finished products.

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Puality control is a process by which entities review the 2uality of all factors involved in production. They will ensure the 2uality of the product through out the development cycle. "t is the responsibility of the 2uality department to insure that each and every product or services either meets e-ceeds the 2uality objectives and customer satisfaction. Quality Management Amrita ife enforces 2uality assurance measures to meet international standards in the manufacturing of the ayurvedic medicines. All new materials being used in ayurvedic formulations are correctly identified on the basis of ayurvedic te-ts as well as modern scientific parameters. 0ood harvesting practices are followed to ensure that raw materials are hand8pic#ed in the most optimal conditions. )emi processing of raw material is done with due considerations of factors that enhance self life. )trict protocols are followed in the manufacturing process and 2uality chec#ing will be enforced at every stage. <inished products are tested for consistency and 2uality. Pac#ing of finished products is done in hygienic conditions to prevent contamination. "nterdisciplinary research involving the specialties of biotechnology and nanotechnology will be initiated to bring transparency in the manufacturing process and the validate them scientifically. <8 &"#3 C$%#r$& M) *8r) Puality control department is wor#ing for the chec#ing and assuring the 2uality of each process and each product, they chec# the 2uality of raw materials purchasing and each process of production and finally the product also. A 2uality controller hands Puality 'ontrol 7epartment. The 2uality controller should be a doctor. The firm gives more importance to 2uality because they are preparing the medicines for the people. The companyKs mission is to produce 2uality products. <8 &"#3 O7C)(#",)* :. <ocusing on processes and customer. $. 7eveloping and encouraging people. =. Jsing effective "T. >. Encouraging creativity, "nnovation and Team wor#
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CHART N$6 5.5.1

STRUCTURE OF <UALITY D CONTROL DEPARTMENT

3*A0/,4 #)N,()0 MANA2+(

3*A0/,4 #)N,()00+(

#1+M/&,

5.6 RESEARCH AND DEVELOPMENT DEPARTMENT

A well established 5L7 department is functioning for Amrita ife for the

development of new ayurvedic products. Attached to Amrita ife is a drug laboratory that has the basic amenities for testing and 2uality assurance of raw materials and finished products. The research wing of Amrita ife aims to develop agro8technology

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and large scale cultivation of medicinal plants. 5esearch activities are being envisaged to support and substantiate the classical range of ayurvedic medicines by evidence generated through laboratory and clinical studies. )tringent protocols are being developed to determine the true identity of herbs and raw drugs used in the classical ayurvedic medicines. 5esearch support is provided with the fine standardization and batch to batch consistency of finished products. "nnovative research is being initiated to discover new herbs and new formulations. Amrita ife, medicines are produced in a holistic atmosphere with chanting of mantras. 4here design and development of each and every product originates #eeping in mind higher values and social responsibilities towards the common man. Pualified scientists and dedicated team of 2uality e-perts are engaged in the research activities such as/ :. 5aw materials standardization and sharing of the technology with the "ndustry. $. Product department with proof in allopathic language. =. This department does production process standardization. >. Producing the traditional products in the modern convenient forms.

CHART N$6 5.6.1

STRUCTURE OF RESEARCH D DEVELOPMENT DEPARTMENT

(=D )--/#+(

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,+#1N/#/AN

A&&/&,AN,&

5.7 MAINTENANCE DEPARTMENT

Production of the company depends largely on the maintenance department. "n Amrita ife, preventive maintenance aims to locate the source of trouble and to

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remove them before brea# down occurs. )o that the machines are #ept in the proper condition so as to maintain the 2uality of the product and to have a few rejects. This section is loo# after the projects and maintenance of technological aspects of affairs of the company. This is a section in which mechanical e-perts are wor#ing on different projects. This section ta#es over the responsibility of various projects. They are ma#ing efforts to e-pand the area of performance of the company.
CHART N$6 5.7.1

STRUCTURE OF MAINTENANCE DEPARTMENT

MA/N,+NAN#+ MANA2+(

A&&/&,AN, MANA2+(

0AB)*(+(&

5.E SALES DEPARTMENT

The company had a huge mar#et and on the basis of the mar#et and competition they fi- their selling force. To motivate the sales person they give many incentives of

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them. The firm gives commission to the sales man on the basis of the target achieved by them they give the transportation charges to the sales man. Target fi-ation is on the basis of the demand contribution, season, availability of raw8materials etc. D"*#r"78#"$% N)#9$r/ The distribution system of the company is through its e-clusive franchises and distribution centers all over "ndia. The company being in its budding stage, it is e-pands at ayurvedic fast rate, in terms of the number of outlets. According to )ri.&ala#rishnan, +ead of 6ar#eting, Amrita ife, and the company opens up a minimum of five outlets every month. ast 2uarter of $%:$, it had opened up around :? outlets which include both super stoc#iest and agencies. "t is planning to cover up the whole of the !erala mar#et, the birth place of Ayurveda, by Rune of $%::. 'urrently the company is also going through the e-port licensing formalities, to start8 up overseas operations.
CHART N$6 5.E.1

STRUCTURE OF SALES DEPARTMETNT

&A0+& MANA2+(

A&&> &A0+& MANA2+(

A(+A &A0+& MANA2+(

5.F INFORMATION SYSTEMS DEPARTMENT

To remain competitive in today3s rapidly changes business environment, organizations rely on information system to provide the data needed to 2uic#ly

&,A--

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respond to business opportunities. 'omputer and information systems mangers play a vital role in the technological direction of these organizations. 'omputer and information systems managers plan, coordination and direct research and facilitate the computer8related activities of firm. 4ith the e-plosive growth of electronic commerce and the capacity of the "nternet to create a new relationship with customers, the role of computer and information systems managers will continue to evolve. Opportunities for those who wish to become computer and information systems managers should be closely related to the growth of the occupations they supervise and the industries in which they are found. This department is important because of the engineering trend in "T field and the use of computers in the organization as a part of automation. All the transaction of the company are recorded, processed and transferred in computerized way. FUNCTIONS OF THE DEPARTMENT Preparation of demand sheet 7eveloping of software for the officers of the organization Preparation of sheet for product dispatch Preparation of different documents for accounts section, purchase etc.

CHART N$6 5.F.1

STRUCTURE OF INFORMATION SYSTEMS DEPARTMENT

MANA2+(

#)(D/NA,)(

&,A--

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6.1

S1OT ANALYSIS

Internal factors
Strength Weaknes

Threats Opportuniti es "n a )4OT analysis you identify strengths, wea#nesses, mar#et opportunities
for your company, and threats to your business. One way to use the analysis it to then develop mar#eting strategies that will minimize the affect of wea#nesses on your business while ma-imizing your strengths. "deally, you will match your strengths against mar#et opportunities that result from your competitors wea#nesses avoids. )wot analysis has been used to identify a company3s S#r)%0#-+ 1) /%)**+ O''$r#8%"#")* %! T-r) #*. This analysis helps for analyzing company3s internal and e-ternal competitive situations.

External factors

)trength and 4ea#ness of a company includes in "nternal factors and Opportunities and threats are includes in e-ternal factors.

STRENGTH

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Amrita ife has its own patent products Products produce at reasonable price. E-cellent brand image 0ood L Efficient 6ar#eting )ystem )trong 5L7 0ood 'ustomer relationship 'oncentrated on social wellbeing than profit ma#ing Producing more than >%% products

1EA2NESSES ess number of 6anufacturing Jnits.

Advertising is comparatively ow. )hortages of raw materials. OPPORTUNITIES "mproving more popularity among foreigners +uge demand for ayurvedic products THREATS Entry of duplicate product 'ut throat competition )carcity of raw materials in# with tourism area

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)easonal variations

6.2

PORTER@S FIVE FORCES MODEL

P$r#)r@* =",) =$r()* % &3*"* is a framewor# for industry analysis and

business strategy development. "t draws upon industrial organization D"5E economics to derive five forces that determine the competitive intensity and therefore attractiveness of a mar#et. Attractiveness in this conte-t refers to the overall industry profitability. An 1unattractive1 industry is one in which the combination of these five forces acts to drive down overall profitability. A very unattractive industry would be one approaching 1pure competition1, in which available profits for all firms are driven to normal profit. According to 6ichal porter the nature and degree of competition in an industry depends on. The point of forces are represented as follows9

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PORTER@S FIVE FORCE MODEL

" .5".A 5C A6O,0 'J55E,T 'O6PET"TO5)

#heap #re@it <acilitA #ash Discount an@ ,ra@e Discount (elati'e price Mo@erniBation 0o $ar%et gro th rate.

+Cit Darriers are higher.

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"". T+5EAT O< )J&)T"TJTE) There is no substitute.

""". &A50A",",0 PO4E5 O< )JPP "E5)

)uppliers are the persons who supply the raw materials to the firm. The company purchases the raw materials from outsiders. The bargaining power of the suppliers is high in a certain e-tent, because the main raw material contains particular herbs.

".. &A50A",",0 PO4E5 O< &JCE5

Price sensitive customers +igh competition Puality assurance 'oncentration of buyers

V .T+5EAT <5O6 ,E4 E,T5A,T)

Aimil Pharmaceuticals 'hara# pharmaceuticals

7.1

FINDINGS

The major findings of the study are/ abor turnover is very low. 6ost of the employees are attracted towards non8financial incentives. The company is more concerned with the health and safety of employees. There is remuneration, job security, employee counselor and sound leadership which are ta#en by the management for maintaining reasonable level of morale.

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The company is having a good administration with well planned organizational structure. "mportant competitors of the organizations are !ottay#al Arya .aidasala, )7 Pharmacy, and ,agarjuna etc. 4or#ers are recruited through direct. The company uses other methods of disciplinary actions instead of punishment, suspension, dispersal and discharge. The pac#age is not attractive. The mar#eting strategy adopted by the company are outdated )ales have improved year to year The communication channel in Amrita ife is very good 0ood interdepartmental relationship 0ood 2uality policy adopted by the Amrita ife The company to give the employees in different type of training facilities 0ood mar#eting strategy adopted by Amrita ife
+ighly e-perienced manpower. The effective relationship between wor#ers and management helps to attain their goal.

7.2 CONCLUSION
Amrita ife Pvt. td, an ")O H%%:8$%%F certified company is committed to serve society by producing authentic ayurvedic medicines and promoting the holistic approach of ayurveda by various means. "t is committed to reviving "ndia3s ancient )cience of ife dedicated to

maintaining the highest standards and value of traditional ayurveda, ta#ing advantage of the latest technologies and innovative methods, with our highly 2ualified, e-perienced and motivated team, we are committed to actively serving "ndia and the
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world by providing the highest 2uality Ayurvedic medicines and treatments available anywhere. Through the synergy of )cience and )pirituality, we are inspired to serve society for its all8around progress and prosperity. The most important factor which leads Amrita ife to the highest position is the employee8management relationship. On company can enter into the top position without the support of the employees. The mar#eting strategy and technologies used in the production process in the production process is the uni2ue feature of Amrita ife.

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7.3 SUGGESTIONS

The company should give appropriate recognition for the contribution and accomplishments made by employees The management may encourage the employee3s participation in decision ma#ing To introduce 2uality circle in the organization. "t is advised to recruit more young talents which would further contribute towards achieving organizational goals. Advanced technology must be introduced to enhance production process. 6ay improve the attractiveness of the pac#ing design The company may introduce new mar#eting strategies 6ulti s#illed employees should be introduced to the organization. 6ost of the people are unaware of the ethical products .)o the 'ompany should ta#e necessary step to create awareness among the public. The company should conduct medical camps in various location to attract more customers

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BIBLIOGRAPHY

BOO2S !othari '.5 , 5esearch 6ethodology, $e9 wishwa pra#ashan, ,ew 7elhi,:HH% !otler Philp, 6ar#eting 6anagement Prentice8 +all of "ndia Pvt, td.,$%%$

JOURNALS )tatus 5eport of Amrita ife as on August $%:$

1EBSITE
999. */.($. 999. .r"# &"=).($. 999. 38r,)! .($.

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ABBREVIATION
A76A8 ACJ5.E7"' 75J0 6A,J<A'TJ5E) A))O'"AT"O, J)P8 J,"PJE )E ",0 P5OPO)"T"O,

06P8 0OO7 6A,J<A'TJ5",0 P5A'T"'E) 7P'O8 75J0 P5"'E 'O,T5O O57E5 A068 A,,JA 0E,E5A 6EET",0 )AA5'8 )OJT+ A)"A A))O'"AT"O, <O5 5E0"O,A 'O8OPE5AT"O,.

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