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Submitted To:
Submitted By:
Class:
B. Com (Hons)
Semester:
VII
Session:
2014-2018
Subject:
Managerial Finance
Date of Submission:
OF
(PSMCL)
ACKNOWLEDGEMENT
First of all, we would like to express our deep gratitude to Almighty Allah, who enabled
us to undertake such an important task and to study about Pak Suzuki and the Strategies to operate
in Pakistan Automobile Market
We also wish to acknowledge the valuable guidance provided by our respected teacher Ms. Zahra
Akram. She always motivated and encouraged us in the completion of this analysis.
Finally, thanks to our family for their continuous encouragement and support, without which we
would not have been able to concentrate and complete this research.
Thanks, you
CHAIRMANS REVIEW
In Year 2009 the demand for automobile was sluggish. The industry for cars and light
commercial vehicles experienced 29% decline in the sales volume. The industry sold 107,768 units
during the year against 151,517 units last year. It’s my pleasure to present review on the
performance of the company for the year December 31, 2009T h e d e m a n d h a s
d e p r e s s e d d u r i n g t h e ye a r d u e t o c o s t p u s h i n f l a t i o n r e s u l t i n g f r o m
d e p r e c i a t i o n o f P a k r u p e e , l i m i t e d f i n a n c i n g b y b a n k s / l e a s i n g companies and
general economic recession. First half of the year was the worst. Sales volume during
this period has dropped by 53% compared to last period of last year. Second half was
somewhat better than first half year. As it was growing by 33% over the first half year. The market
size of motorcycle has marginal improved by 2% over the last y e a r i n t h e o r g a n i z e d
s e c t o r . D u r i n g t h e y e a r 5 9 3 , 4 7 9 u n i t s w e r e s o l d a g a i n s t 580,604 units last year.
During the first half year Demand was 25% lower than same period of last year. However,
this loss of demand was offset by the increased demand latter half year.
Table of Content
Chapter No. 1
Executive Summary…………………………………………….
Chapter No. 2
2.5. Departments………………………………………………….
2.7. Competitors…………….…………………………………….
2.8. SWOT Analysis……………………………………………….
Chapter No. 3
Chapter No. 4
Chapter No. 5
Chapter No. 6
Chapter No. 7
Appendix I…………………………………………………………………….
Appendix II……………………………………………………………………
Chapter 1
EXECUTIVE SUMMARY
LOCALIZATION
The company continues to pursue localization in order to reduce the cost of product and keep the
prices competitive besides saving foreign exchange.
HUMAN RESOURCE
Management and employee relations continued to cordial and industrial p e a c e
p r e v a i l d u r i n g t h e ye a r . A n e w c h a r t e r o f d e m a n d w a s n e g o t i a t e d i n a
congenial atmosphere and agreement was entered into for the period of ten years. Human Resource
development remains one of the key objectives of the company. Company spent Rs. 12.5 million
on the foreign and local training of its employees.
ECONOMIC CONTRIBUTION
The company has distinctive position in an automobile industry as leading c o n t r i b u t o r t o t h e
p u b l i c e x c h e q u e r . T h e d u t i e s a n d t a x p a i d a n d t h e f o r e i g n exchange saved by
company.
Duties and taxes paid by the company during the year represent 0.6%of the total tax estimate
forecast in the Federal budget for the fiscal year 2009 -2010.Company contribution has
reduced 1.06% in the last year because of lower sales volume.
SUMMARY CONCLUSION
The management is optimistic that economic indicator is improving. However, it feels that difficult
business environment is likely to continue for some time and profitability will remain under
pressure.
Chapter 2
PROFILE OF COMPANY
Pakistan’s automotive industry is the one of the fastest growing industries of the country,
accounting for 4% of Pakistan's GDP and employing a workforce of over 1,800,000 people.
Currently there are 3200 automotive manufacturing plants in the country, with an investment of
₨ 92 billion (US$880 million) producing 1.8 million motorcycles and 200,000 vehicles annually.
Its contribution to the national exchequer is nearly ₨50 billion (US$480 million). The sector, as
a whole, provides employment to 3.5 million people and plays a pivotal role in promoting the
growth of the vendor industry. Pakistan’s auto market is considered among the smallest, but fastest
growing in South Asia. Over 180,000 cars were sold in the fiscal year 2014-15, rising to 206,777
unit’s fiscal year 2015-16. At present, the auto market is dominated by Honda, Toyota and Suzuki.
However, on 19 March 2016, Pakistan passed the "Auto Policy 2016-21", which offers tax
incentives to new automakers to establish manufacturing plants in the country. In response,
Renault-Nissan, Kia Motors, Audi, Volkswagen and Hyundai have expressed interest in entering
the Pakistani market. Pakistan has not enforced any automotive safety standards or model upgrade
policies. Obsolete vehicles including the Mehran, Bolan, and Ravi continue to be sold by Pak
Suzuki.
The industry was highly regulated until the early 1990s. Following deregulation, the decade
witnesses a huge boom in auto production, as nationalization was abandoned in favor of
privatization. Japan acquired the 40% shares of Pak Suzuki in 1991. In 1993, the Indus Motor
Company began production of Toyota Corollas. In 1994, the Pakistan Automotive Manufacturer
Association formed, and Honda Atlas introduced manufacturing of the Honda Civic. In 1995, the
Engineering Development Board inaugurated the PAP show.
Pak Suzuki Motor Company Limited (PSMCL) is a public limited company with its shares quoted
on Pakistan Stock Exchange. The Company was formed in August 1983 in accordance with the
terms of a joint venture agreement between Pakistan Automobile Corporation Limited
(representing Government of Pakistan) and Suzuki Motor Corporation (SMC) Japan. The
Company started commercial production in January 1984 with the primary objective of
progressive manufacturing, assembling and marketing of Cars, Pickups, Vans and 4x4 vehicles in
Pakistan. The Company’s long term plans inter-alia includes tapping of export markets. The
foundation stone laying ceremony of the Company’s existing plant located at Bin Qassim was
performed in early 1989 by the Prime Minister then in office. By early 1990, on completion of first
phase of this plant, in-house assembly of all the Suzuki engines started. In 1992, the plant was
completed and production of the Margalla Car commenced. Under the Government’s privatization
policy, the Company was privatized and placed under the Japanese management in September
1992. At the time of privatization, SMC increased its equity from 25% to 40%. Subsequently,
SMC progressively increased its equity to 73.09% by purchasing remaining shares from PACO.
The Suzuki Management immediately after privatization started expansion of the existing plant to
increase its installed capacity to 50,000 per annum. The expansion was completed in July 1994.
However, the capacity remained substantially under-utilized until 2002 because of economic
recession. Thereafter realizing growth in demand, the Company increased capacity in phases. The
first phase was completed in January 2005 when capacity was enhanced to 80,000 vehicles. The
second phase was completed in January 2006 and capacity was raised to 120,000. The third phase
was completed when on 6th February 2007; Prime Minister of Pakistan, Mr. Shaukat Aziz
inaugurated 150,000 vehicles capacity expansion facilities. On 25th April 2007, the Board of
Directors of Pak Suzuki Motor Company Limited (PSMCL) and Suzuki Motorcycles Pakistan
Limited (SMPL) approved Scheme of Arrangement (The Scheme) to amalgamate SMPL into
PSMCL with effect from 1st January 2007. The scheme was approved by the shareholders of the
respective Companies at the Extra - Ordinary General Meeting held on 30th June 2007. The
scheme was sanctioned by the Honorable High Court of Sindh (the court) on 17th September 2007.
The certified copy of the Order of the Court sanctioning the scheme was filed with the Registrar
Companies Karachi on 1st October 2007, from which date the scheme became operative. PSMCL
and Suzuki Motor Corporation (SMC) Japan held 41% and 43% shares in SMPL respectively. Pak
Suzuki issued and allotted 1,233,300 ordinary shares of Rs.10/- each to the qualifying shareholders
of SMPL @ one ordinary share in Pak Suzuki for every twenty-one shares held by SMPL
shareholders as on the date of final book closure i.e. 29th October 2007. The trading in shares of
SMPL on Karachi and Lahore Stock Exchanges ceased from the same date. The Company setup a
new plant for motorcycles at Bin Qassim. All the operations of motorcycles have been shifted to
the new plant effective from July 2011. The Company continues to be in the fore-front of
automobile industry of Pakistan. Over a period of time, the Company has developed an effective
and comprehensive network of sales, service and spares parts dealers who cater to the needs of
customers and render effective after-sale service country wide.
➢ Vision:
To be recognized as a leading organization that values customers’ needs and provides motoring
solutions with strong customer care.
➢ Mission:
• Develop products of superior value by focusing on the customer
• Establish a refreshing and innovative company through teamwork
• Strive for individual excellence through continuous improvement
➢ Goals:
Pak Suzuki’s primary goals are originality, innovation and efficiency, resulting in high quality
products at affordable price, and environment friendly.
➢ Objectives:
➢ Marketing Department
The marketing department of the firm comprises of highly qualified, dedicated and hardworking
team, equipped with the latest marketing techniques.
➢ Accounts Department
The accounts department is related to the accounts handling, the customer drafts for the booking
of cars to the Suzuki Pakistan and the employees’ salaries, records of the transactions. The salaries
are giving on their ranks like the top management salaries are sent to their accounts while the lower
level employees are gives cash salaries on the spot from the account department.
➢ Sales Department
The Sales department is related to the sales of the Vehicles, The Sales department includes
Customer Services (CS), Vehicle Delivery Inspection Quality (VDIQ), Record Maintenance, and
Inquiries & Complaints Handling.
Cars
➢ Suzuki FX
➢ Suzuki Mehran
➢ Suzuki Alto
➢ Suzuki Margalla
➢ Suzuki Baleno
➢ Suzuki Cultus
➢ Suzuki Liana
➢ Suzuki Potohar
➢ Suzuki Swift
➢ Suzuki Wagon R
➢ Suzuki Bolan
➢ Suzuki Ravi
➢ Suzuki Khyber
➢ Suzuki Kizashi
Motor Cycles
➢ Suzuki Sprinter ECO
➢ Suzuki Sprinter Standard
➢ Suzuki Raider
➢ Suzuki GD-110
➢ Suzuki GS-150
2.7. Competitors:
Businesses exist in a competitive environment. So, automotive industries are in fierce competition
with each other to provide the best possible value for money goods, and to offer the most suitable
range of products for their customers. Here is the list of Pak Suzuki’s competitors:
3. Yamaha:
Yamaha Corporation is a Japanese multinational corporation and conglomerate based
in Japan with a very wide range of products and services, predominantly musical
instruments, electronics, and power sports equipment. It is one of the constituents of Nikkei
225 and is the world's largest piano manufacturing company. The former motorcycle division
became independent from the main company in 1955, forming Yamaha Motor Co., Ltd, although
Yamaha Corporation is still the largest shareholder.
4. Toyota:
Toyota Motor Corporation is a Japanese multinational automotive manufacturer headquartered
in Toyota, Aichi, Japan. Toyota was the world's first automobile manufacturer to produce more
than 10 million vehicles per year which it has done since 2012, when it also reported the production
of its 200-millionth vehicle. Toyota is the world's market leader in sales of hybrid electric vehicles,
and one of the largest companies to encourage the mass-market adoption of hybrid vehicles across
the globe.
5. Honda:
Honda Motor Co., Ltd. is a Japanese public multinational conglomerate corporation primarily known
as a manufacturer of automobiles, aircraft, motorcycles, and power equipment.
Honda has been the world's largest motorcycle manufacturer since 1959, as well as the world's
largest manufacturer of internal combustion engines measured by volume, producing more than
14 million internal combustion engines each year. Honda became the second-largest Japanese
automobile manufacturer in 2001. Honda was the eighth largest automobile manufacturer in the
world behind Toyota, Volkswagen Group, Hyundai Motor Group, General Motors, Ford, Nissan,
and FIAT in 2015.
SWOT analysis (strengths, weaknesses, opportunities, and threats analysis) is a framework for
identifying and analyzing the internal and external factors that can have an impact on the viability
of a project, product, place or person.
The SWOT analysis has been adopted by organizations of all types as an aid to making decisions.
• Opportunities - external factors the project can capitalize on or use to its advantage.
Once the SWOT factors are identified, decision makers should be able to better ascertain if the
project or goal is worth pursuing and what is required to make it successful. Often expressed in a
two-by-two matrix, the analysis aims to help an organization match its resources to the competitive
environment in which it operates.
Strengths:
Weaknesses:
Opportunities:
Threats:
“Vertical analysis is the proportional analysis of a financial statement, where each line item
on a financial statement is listed as a percentage of another item. Typically, this means that
every line item on an income statement is stated as a percentage of gross sales, while every
line item on a balance sheet is stated as a percentage of total assets.”
When the analysis is restricted to the financial statement of one particular period only, it is
known as analysis vertical analysis of financial statements.
BALANCE SHEET
2016 2015 2014
Stores, spares and loose 111,006 0.3 98,801 0.3 82,030 0.3
tools
Trade deposits and short- 77,129 0.2 70,862 0.2 53,110 0.2
term prepayments
Cash and bank balances 8,548,293 22.6 15,006,007 40.1 1,841,384 6.5
822,999 822,999
2013 2012
EQUITY AND
LIABILITIES
Explanation:
➢ Assets:
During the last five years, an asset has increased from the amount 37851965 in the financial
year 2016 to 28354159 due to increase in the assets of the company.
• Liabilities:
Both the non-current and current liabilities have decreased during the last five years in
relation to equity due to continuous improvement in profitability.
PROFIT AND LOSS ACCOUNT
➢ Cost of Sales:
Cost of sales as a percentage of sales has decreased by 86.41% as compared to financial year
2015. Reason for decrease in this percentage is attributable to the use of optimal fuel and power
mix and better cost control.
➢ Distribution Expenses:
Distribution expenses as a percentage of sales has been at a lowest level in current financial
year as compared to preceding five financial years. Distribution expenses of the company have
remained consistent during the last six financial years i.e. between 2.62% to 1.47%.
➢ Administrative expenses:
Increase in administrative expenses is consistent during the last five years. The increase is due
to the inflation impact and expansion in operations of the company during last five financial
years.
➢ Other Income:
Other income as a percentage of sales has increased considerably during the last five financial
years. This is due to optimum utilization of surplus funds of the Company by investing in
lucrative and diversified investment portfolio which is the source of regular dividend income
and capital gain.
Dollar and percentage changes are computed by using the following formulas:
Horizontal Analysis:
BALANCE SHEET
ASSETS 2016 2015 2014 2013 2012
% % % % Rs. In ‘000’ %
Trade deposits and short- 198 182 136 161 38,918 100
term prepayments
Accrued profit on bank 2132 3415 288 229 5,664 100
accounts
Cash and bank balances 603 1058 129 138 1,417,430 100
Deferred taxation _ _ _ _ _ _
Share capital _ _ _ _ _ _
Trade and other payables 972 239 183 137 2,694,625 100
Accrued mark-up _ _ _ _ _ _
Explanation:
➢ Assets:
During the last five years, a total asset has increased from the amount 177 in the financial
year 2016 to the amount in the financial year 21.348,864 in 2012 due to the increase in the
assets of the company.
➢ Equity and Liabilities:
• Equity:
During the last five years, total equity and liabilities has increased from the amount 8.5%
in the financial year 2012 to the amount 1.1% in the financial year 2016 due to increase in
profitability and fair value reserves on investments.
• Liabilities:
Both the non-current and current liabilities have decreased during the last five years in
relation to equity due to continuous improvement in profitability.
% % % % Rs. In ‘000’ %
• Cost of Sales:
Cost of sales is showing an increasing trend in the financial years while in the year 2016
the cost of sales is 123 which is lower than 2015.
• Distribution Cost:
Distribution cost normally moves up and down in harmony with sales volume. Distribution
cost has decreased in 2013 with `156 as compared to that of financial year 2011. This
decrease is more than reduction in sales as a result of austerity measures introduced by the
management of the Company.
• Administrative Expenses:
Compound annual increase in administrative expenses is at 11.7 % per annum which is in
line with the yearly increase in non-current assets of the Company.
• Other Income:
Other income increased in the financial year 2015 with 214 Rs. while in the other years
other income is increasing or decreasing.
• Finance Cost:
Finance cost of the Company recorded a decrease of 30% in the current year as compared
to financial year 2012 due to availability of loans at subsidized rates and stringent financial
management policies of the Company.
• Profit after Tax:
Profit after tax increased from Rs. 23 million in financial year 2012 to Rs. 52.5 million in
financial year 2016.
Chapter 4
4.1. Cross Sectional Analysis:
Cross-sectional analysis is a type of analysis that an investor, analyst or portfolio manager may
conduct on a company in relation to that company's industry or industry peers. The analysis
compares one company against the industry in which it operates, or directly against certain
competitors within the same industry, in an attempt to assess performance and investment
opportunities.
In this analysis, the two companies undertaken are Pak Suzuki and Honda. The analyses of these
companies are as follows:
Profitability Ratio
15.1
16
14 12.9
12
9.6
10 8.9
8
5.8
6
3.6
4
0
Pak Suzuki 2016 Honda 2016
30
24.9
25
20
15
10
5
0
➢ The competitor ratio is 9.6% of Pak Suzuki and 15.1% Honda in 2016. It is a measurement
of how much from each Rupee of a company's revenue is available to cover overhead, other
expenses and profits. The higher the ratio the better of Honda the company. It also shows
that the company has control on its production cost.
➢ The ratio is 5.8% of Suzuki and 12.9% of Honda in 2016. It measures each sales rupee
remaining after all costs and expenses other than interest, taxes and preferred stock dividends
are deducted, the profits’ earned on each sales rupee. This ratio is higher in Honda Company.
➢ The Pak Suzuki profit ratio is 3.6% and 8.9% of Honda in 2016. Net profit margin measures
how much of each Rupee earned by the company is translated into profits. Low net profit
margin indicates low margin of safety. Net Profit Margin is high as 8.9% of Honda. Net
profit margin is affected by more factors as production, administration, selling, financing,
pricing or tax factors
➢ The earnings per share represent the number of dollars earned during the period on behalf
of each outstanding share of common stock. Earnings per share are higher in 2016 with 33.7
rupees of Pak Company.
Liquidity Ratio
3
2.6
2.5
2
1.5
1.5 1.21
1
1
0.5
0
Pak Suzuki 2016 Honda 2016
60
50.9 49
50
40
31
30
20
10
0
Pak Suzuki 2016 Honda 2016
➢ The current ratio of Pak Suzuki is 2.62 and 1.5 of Honda in 2016. This ratio measures that the
company has enough resources to pay its current debts, usually for 12-month period. And
Suzuki is fairly meet in this year.
➢ The quick ratio is 1.21 of Suzuki and Honda is 1.0 in 2016. This excludes inventory and
measures the ability to use its quick assets to pay its current liabilities. This is normal as
compared to the current ratio which shows that company is not depending heavily on inventory.
➢ The liabilities as a % of total asset is 31% of Pak Suzuki and 50.9% of Honda that is highly
than the Suzuki Company in 2016. That mean debts are highly pays in this year.
➢ The equity assets as a % of total assets is more by 64% in 2016 rather than Honda is49.0% in
2016 that’s mean equity are increase of Suzuki firm.
Activity Ratio
8 7.1
7
6
5
5 4.2
4
2.9
3
2.5
2
2
0
Pak Suzuki 2016 Honda 2016
➢ In the year of 2016 the inventory turnover ratio is 4.2 of Pak Suzuki and 7.1. It measures the
activity or liquidity of a firm’s inventory. The ratio is higher of Honda Company.
➢ The number of day stock is 86 days of Suzuki and 51 days of Honda.
➢ The no of sales in turnover 2.0 of Suzuki and Honda 2.5 in 2016
➢ The highest asset turnover is in 2016 with 2.9 of Suzuki and 5.0 of Honda, which means that
more efficiently the firm’s assets have been used by Honda.
Market Ratio
Explanation:
➢ The breakup value of per share is 318.55 of Suzuki and 5.6 of Honda in 2016. It measures the
amount that shareholders are willing to pay for each share of the Suzuki firm’s is high. When
the price of share is higher, the shareholders also decrease.
➢ The cash dividend is higher of Honda that is 70% and 55% in 2016 because in this year higher.
➢ Dividend payout ratio is higher of Honda with 28% and 16% of Pak Suzuki.
➢ Plough-back ratio is high of Pak Suzuki with 88% and 72% of Honda.
350 318.55
300
250
200
150
100
50
5.6
0
Pak Suzuki 2016 Honda 2016
90 84
80 70 72
70
55
60
50
40
28
30
16
20
10
0
Pak Suzki 2016 Honda 2016
❖ Profitability Ratio
❖ Liquidity Ratio
❖ Market Ratio
➢ Profitability Ratio:
Profitability ratios are a class of financial metrics that are used to assess a business's ability to
generate earnings compared to its expenses and other relevant costs incurred during a specific
period of time. For most of these ratios, having a higher value relative to a competitor's ratio or
relative to the same ratio from a previous period indicates that the company is doing well.
Interpretation:
The average for this ratio is 8.26%. It is a measurement of how much from each Rupee of a
company's revenue is available to cover overhead, other expenses and profits. The higher the ratio
the better is for the company. It also shows that the company has control on its production cost. It
was high in 2015 with 13.5 %.
2. Operating Profit Margin:
The average for this ratio is 5.64%. It measures each sales rupee remaining after all costs and
expenses other than interest, taxes and preferred stock dividends are deducted, the profits’
earned on each sales rupee. This ratio is higher in 2015 with 10.3%.
1.Current Ratio
The average current ratio of five years is 8.29 which is fairly satisfied for the company. This
ratio measures that the company has enough resources to pay its current debts, usually for 12-
month period.
2.Quick Ratio
The average quick ratio is 1.20. This excludes inventory and measures the ability to use its
quick assets to pay its current liabilities. This is normal as compared to the current ratio which
shows that company is not depending heavily on inventory.
➢ Market Ratio:
When a stock analyst wants to understand how other investors value a company, they look
at market ratios. These measures all have one factor in common; they're evaluating the
current market price of a share of common stock versus an indicator of the company's
ability to generate profits or assets held by the company.
4.Plough-back Ratio
Plough-back ratio is higher with 97% in 2014 which shows that the company pays more annual
dividend in this year.
Equity analysis can have somewhat different meanings, depending on the context and
the type of asset. In finance in general, you can think of equity as one’s degree
ownership in any asset after all debts associated with that asset are paid off.
The earnings per share represent the number of dollars earned during the period on behalf of
each outstanding share of common stock. Earnings per share are higher in 2016 with 33.7
rupees of Honda Company.
The cash dividend is higher of Honda that is 70% and 55% in 2016 because in this year higher.
Dividend payout ratio is higher of Honda that is 28 in 2016 because in this year company pays
more dividend to its shareholders.
Chapter No. 6
FINDINGS AND SUGGESTIONS
Pak Suzuki also deals in motorcycle and also in Marine equipment, and they have a
variety of Product line expansion in Motor bikes is also one of the largest customers
size to operate and has a high market size to fulfill the needs of the customers.
❖ Pak Suzuki should be more versatile to capture more customer range which will help to
increase its net sales in comparisons to Honda.
❖ Pak Suzuki should try to decrease its direct expenses and increase sales in order to
increase its gross profit.
❖ Net profit of Pak Suzuki is rising by decreasing its debts as payment of interest are given
more.
❖ Gross profit ratio is showing declining percentage so Pak Suzuki should try to increasing
sales.
❖ Earnings per share of Pak Suzuki are high as compared to Honda. High earnings give
more profits which will increase the value of shares.
❖ Dividend pay-out ratio of Pak Suzuki is low whereas Honda dividend pay-out ratio is
more so Pak Suzuki can increase its earnings and this can make Pak Suzuki is a growing
company.
❖ Due to decrease in consecutive current ratio I suggest the company to reduce the current
obligations and increase the current assets which can help in meeting current liabilities.
❖ As quick ratio is decreasing so the company should try to make good short term solvency
which can lead to easily conversion of quick assets into cash for meeting current
obligations.
❖ Due to increase in operating ratio I suggest the company to reduce the unnecessary
expenses incurred while producing products and also reduce the wastage which can lead
to decrease in operating cost, increase in net sale and favorable operating ratio.
CONCLUSION
This project of ratio analysis in the production concern is not merely a work of the project. But a
brief knowledge and experience of the production that how to analyze the financial performance
of the firm. The study undertaken has brought in to the light of the conclusions. According to this
project I came to know that from the analysis of financial statements it is clear that Pak Suzuki had
get fewer amounts during 2016 as compared to 2015. So the firm should focus on getting of profits
in the coming years by taking care internal as well as external factors.
The analysis of financial statements is a process of evaluating the relationship between component
parts of financial statements to obtain a better understanding of the firm’s position and
performance.
The automobile industry is one of the major contributors to GDP of our nation. The Government
of Pakistan needs to provide necessary the much n needed support for the expansion of Auto
industry.
Due to the lower price level, there is a huge incentive for the consumer. But competition in auto
industry also gets stiff.
Pak Suzuki should also compete with the other brands in the market so it can increase its
performance but should not lose its target audience which is upper middle and lower class.
Chapter No. 7
APPENDIX 1
Operating Profit
Operating Profit Margin = x100
Sales
4. EPS Ratio
Earning available for Common Stock
EPS =
No. of shares of Common Stock Outstanding
6. Quick ratio
Current Assets−Inventory
Quick Ratio =
Current Liabilities
Current
Liabilities 5547980 6166119 9117477 12772749 11635058 8038182
Ratio 69 81 110 65 86 51
11. No. of days Sales in Trade ratio
Trade Debts
No. of days Sales in Trade Ratio =
Annual Sales/365
Net Sales
Total Asset Turnover Ratio =
Total Assets
Sales
Net Worth Turnover Ratio =
Equity
Net Assets
Net Worth Turnover Ratio =
No.of Shares
Dividend
Cash Dividend as % of Total Assets = x100
Capital
Balance sheet
Sales tax and excise duty 1,651,301 277,801 1,002,345 802,777 970,176
adjustable
NON-CURRENT
ASSETS:
Property, plant and 6,672,057 4,510,789 4,790,506 4,892,675 3,738,867
equipment
CURRENT
LIABILITIES:
Trade and other payables 26,216,907 6,441,748 4,945,271 3,695,675 2,694,625
Rs. in ‘000’ Rs. in ‘000’ Rs. in ‘000’ Rs. in ‘000’ Rs. in ‘000’