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Batch (2017-2019)
My heart goes out to my parents who bear with all types of troubles I caused them
with smile during the entire study period and beyond.
PANKAJ KUMAR
MBA 3rd SEMESTER
ROLL NO.1726370066
2
STUDENT DECLARATION
I, PANKAJ KUMAR, student of MBA 3rd semester of VSB, hereby declared that the
submitted to Ms. Kalpana Yadav Assistant Professor, VSB Meerut. is an original and
authenticated work done by me. I further declare that it has Submitted to Dr. APJ Abdul
Kalam Technical University, Lucknow & not been submitted elsewhere by any other
person in any of the University for the Award of any degree or diploma.
PANKAJ KUMAR
Roll No.1726370066
3
EXECUTIVE SUMMARY
Working capital is the fund invested by a firm in current assets. Now in a cut
throat competitive era where each firm competes with each other to increase their
production and sales, holding of sufficient current assets have become mandatory
as current assets include inventories and raw materials which are required for
smooth production runs. Holding of sufficient current assets will ensure smooth
and un interrupted production but at the same time, it will consume a lot of
working capital. Here creeps the importance and need of efficient working capital
management.
Haldiram's has its roots established in 1937 in the form of a small retail Sweet
&Namkeen shop in Bikaner, Rajasthan, a small but significant town in the Thar
Desert. ShriShivkisanAgrawal, the founder of Haldiram's always cherished the
dream of building an empire, manufacture traditional sweets / namkeens, leave a
mark on every occasion and get close to the heart of the common man.
Haldiram, the brand name that is always associated with quality product and
service. It took more than six decades to become the leading manufacturer of
Indian savory snacks. The savory snacks industry has been immensely through all
these years to form an industry of about $425 millions. And the market potential
for this industry is estimated to be around $ 1 billion. The savory snacks market is
4
divided into organized sector and an unorganized sector. Currently, about 45 % of
the market is being served by the organizes sector and the balance 55% is served
by the unorganized sector. Presently the company has 20% market share of the
organized sector. This project deals with analyses of various operations performed
by human resource personnel at Haldiram’s ltd.
It includes all the procedures and policies followed at this company related to
human resource operations. The various operations include: Recruitment, job
analysis, competency mapping, gap analysis, and skill matrix. In recruitment I
have analyzed the process of recruitment followed at Haldiram’s starting with job
requirement, job analysis , searching the candidate through job portals, references
or campus, then interview and final selection. I have also studied the criteria to
map the competencies of various personnel and job as well .
This dream was realized with shifting of its base to Nagpur in 1970. For the first
time people heard of a factory that was operating to manufacture Sweets
&Namkeens. A model plant of its times was set up at:-Haldiram's House; 880,
Small Factory Area, Wardhaman Nagar, Nagpur. In a very shot span 'Haldiram'
developed into a brand and became an inseparable part of every occasion.
This was followed by a chain of retail outlets & showrooms. The product lines
were expanded to match the taste of various segments of the society. Sweets and
namkeens were presented in more durable and commercially viable packaging.
This fetched a overwhelming response and in 1997, Haldiram's forayed into milk
and milk product industry with products such as Khowa, Ghee & Butter Milk, the
manufacture of Extruded foods such as vermicelli and 3-D Snacks.
5
TECHNOLOGY AT WORK
Apart from exclusive and innovative recipes, exotic presentation and high quality
products 'Variety' is the key reason behind Haldiram's popularity. Be it Sweets or
Namkeens, the Haldiram's touch makes it more tastier while the hi-tech machinery
ensures that the packaging is done in a attractive way maintaining international
standards of hygiene.
Today, Haldiram's with its Branch Offices in commercial capitals like Mumbai,
Bangalore & Chennai, owes its success to the relentless efforts of our founder
Chairman Mr. Shivkisan Agrawal, a visionary, dynamic leader and a
SUCCESSFUL ENTREPRENEUR. No wonder, today, Haldiram's Nagpur is one
of the leading players in the snack food industry and a proud recipient of the
'International Food Award'. Haldiram's has carved its way to the top despite stiff
competition from the global food giants and is earning valuable foreign Exchange
for our country.
They have been branded as "The No. 1 brand" in the ready-to-eat Snack Food
category and as India's Most Trusted Brand, in 2003.
6
INTERNATIONAL MEMBERSHIPS
Then I studied how to do measure and analyze the gap between what is desired and
what the actual performance is at the end. At last I was told how to prepare the
skill matrix for various positions and jobs.
7
TABLE OF CONTENTS
1 - CHAPTER-1
Company Profile 12
2 - CHAPTER-2
Introduction 18
3 - CHAPTER-3
Financial Highlights 39
4 - CHAPTER-4
Working Capital 46
Working Capital Definition
Working Capital Cycle
Working Capital Management
5 - CHAPTER-5
Management of Inventory 68
6- CHAPTER-6
Cash Flow Management 80
7- CHAPTER-7
Conclusion & Recommendation 91
8- QUESTIONNAIRE 96
9- BIBLIOGRAPHY 100
8
CHAPTER-1
COMPANY
PROFILE
9
“Haldiram Snacks Pvt. Ltd. Is committed to supply naMkeens, milk and non-milk
sweets, and ready to eat snacks, which are safe for consumption by all class of customers.
These shall be processed at our state of art plant with automatic and latest machinery with
least possible chances of direct contact with working staff thereof avoiding chances of
Our workers will be medically examined periodically and only medically fit workers shall
be allowed to enter the processing area. Necessary training to maintain the level of food
uniform to our workers and adequate disinfecting material for the plant hygiene”
1. Haldiram’s Profile
FY 2007-08, the turnover of the Haldiram's was Rs. 6 billion. The group had presence not
only in India but in several countries all over the world. Till the early 1990s, Haldiram's
Haldiram's had many 'firsts' to its credit. It was the first company in India to brand
'namkeens'. The group also pioneered new ways of packaging nankeens. Its packaging
techniques increased the shelf life of namkeens from less than a week to more than six
10
months. It was also one of the first companies in India to open a restaurant in New Delhi
offering traditional Indian snack food items such as "panipuri,""chatpapri," and so on,
which catered to the needs of hygiene conscious non-resident Indians and other foreign
customers.
After 1st shop in Bikaner in 1937, the company opened its first unit in Old Delhi
(ChandaniChok) in 1982, giving quality snacks and sweets to taste and quality lover
populace of great Delhi. Growth story doesn’t stop at Delhi. Company started exporting
Rasbhari and Namkeens such as Navrattan, AlooBhujia, Plain Bhujia, Chips, Whoopies,
However, some analysts felt that Haldiram's still had to overcome some hurdles.
The company faced tough competition not only from sweets and snack food vendors in
the unorganized market but also from domestic and international competitors like SM
Foods, Bakeman's Industries Ltd, Frito Lay India Ltd.(Frito Lay), Bikanervala and
Moreover, the group had to overcome internal problems as well. In the early
1990s, because of the conflict within the Agarwals family, Haldiram's witnessed an
informal split between its three units as they started operating separately offering similar
products and sharing the same brand name. In 1999, after a court verdict these units
11
Company’s Business Activities
Namkeens
Snacks
Sweets
Existing Business
Papad
Syrups
Ready-to-eats
Frozen Foods
Fast Foods
Packed Juices
Cookies
12
Distribution Channel of the company
Production Unit
C & F Agents*
Distributors
Retailers
Consumer
13
Product
remained the main focus area for the group contributing close to
unit 91. The raw materials used to prepare nankeens were of best quality and were
'Murukkus,' a South Indian snack; ‘Gujarati Mix’ for Gujarati taste lovers;
14
Pricing
also launched nankeens in five different packs with prices varying according to
26 - 30 gm 5
8 5 g m 1 0
180 gm - 250 gm 1 8 - 3 5
400 gm - 500 gm 4 0 - 7 0
1 k g 9 5 - 2 0 0
(Source: ICMR)
The prices also varied on the basis of the type of nankeens and the raw materials used to
manufacture it. The cost of metalized packing also had an impact on the price, especially
in the case of snack foods. The company revised the prices of its products upwards only
15
when there was a steep increase in the raw material costs or additional taxes were
imposed.
Place
Haldiram’s developed a strong distribution network to ensure the widest possible reach
for its products in India as well as overseas. From the manufacturing unit, the company's
finished goods were passed on to carrying and forwarding (C&F) agents. C&F agents
passed on the products to distributors, who shipped them to retail outlets. While the Delhi
unit of Haldiram's had 25 C&F agents and 700 distributors in India, the Nagpur unit had
outlets earned margins ranging from 16% to 30%. At the retail outlet level, margins
Retailers earned more margins ranging from 25% to 30% by selling 30 gm pouches
(priced at Rs.5) compared to the packs of higher weights. Apart from the exclusive
showrooms owned by Haldiram's, the company offered its products through retail outlets
such as supermarkets, sweet shops, provision stores, bakeries and ice cream parlors. The
16
products were also available in public places such as railway stations and bus stations that
Haldiram's products enjoyed phenomenal goodwill and stockiest competed with each
other to stock its products. Moreover, sweet shops and bakeries stocked Haldiram's
products despite the fact that the company's products were competing with their own
products.
Haldiram's also offered its products through the Internet. The company tied up with
indiatimes.com, a website owned by the Times of India group to sell its products over the
Internet. Haldiram's products could be ordered through a host of other websites in India
Region-specific websites enabled people to send gifts to specified regions. These include
competed on issues such as delivery time, which varied between 48 hrs to one week,
delivery charges (some websites offered free delivery of products) and value added
services (like sending personal messages along with the gift packs).
Promotion
Haldiram's product promotion had been low key until competition intensified in the snack
foods market. The company tied with ‘Profile Advertising’ for promoting its products.
Consequently, attractive posters, brochures and mailers were designed to enhance the
17
visibility of the Haldiram's brand. Different varieties of posters were designed to appeal
to the masses.
The punch line for Haldiram's products was, ‘Always in good taste.’ Advertisements
depicting the entire range of Haldiram's sweets and namkeens were published in the print
media (magazines and newspapers). These advertisements had captions such as ‘millions
Of tongues can't go wrong,’ ‘what are you waiting for, Diwali?’ and ‘Keeping your taste
'To increase the visibility of the Haldiram's brand, the company placed its hoardings in
high traffic areas such as train stations, Delhi metro stations and bus stations. For those
customers who wanted to know more about Haldiram's products, special brochures were
designed which described the products and gave information about the ingredients used to
make it. Mailers were also sent to loyal customers and important corporate clients as a
purchases. Haldiram's used the latest technology (food items were packed in nitrogen
filled pouches) to increase the shelf life of its products. While the normal shelf life of
similar products was under a week, the shelf life of Haldiram's products was about six
months. The company projected the shelf life of its products as its unique selling
proposition. Posters highlighting the shelf life of its products carried the caption ‘six
months on the shelf and six seconds in your mouth.’ During festival season, Haldiram's
18
The showrooms and retail outlets of Haldiram's gave importance to point of purchase
(POP) displays. Haldiram's snacks were displayed on special racks, usually outside retail
outlets. The showrooms had sign boards displaying mouth-watering delicacies with
captions such as ‘Chinese Delight,’ ‘Simply South,’ ‘The King of all Chats’. Posters
containing a brief account of the history of Haldiram's, along with pictures of its products,
Haldiram's restaurants in Delhi also used innovative ways to attract customers. The
restaurant located at Mathura road had special play area for children. To cater to NRIs
and foreign tourists, who hesitated to consume snack foods sold by the roadside vendors
since it was not prepared in a hygienic manner, the Haldiram's restaurant located in South
Delhi used specially purified water to make snack foods including PaniPuri and Chat
Papri. These promotional strategies helped Haldiram'sto compete effectively with local
restaurant chains such as Nathus, Bikanervala and Agarwals and with western fast food
Positioning
The above initiatives helped Haldiram's to uniquely position its brand. Haldiram's also
gained an edge over its competitors by minimizing promotion costs. Appreciating the
company's efforts at building brand, an analyst said, “Haldiram’s once was just another
sweet maker but it has moved into trained brands first by improving the product quality
and packaging.”
Through its clever products and brilliant distribution it had moved into the star category
19
2. Analysis of Primary Survey
Gender
100
Male
Female
80
60
Percent
40
20
0
Fresh Food Semi-processed Food
Packed food Ready-to-eat Food
What type of product do you like?
Out of 100 % (64 numbers) respondents, 65 % of female prefers Fresh Foods which is not
a category where Haldiram’s has its products. Haldiram’s is in two categories of food
articles: packed food and ready-to-eat food. 28 % and 20 % of male respondents like to
20
Most Preferred Brands (Namkeen/Chips/Sweets)
50
40
Percent
30
20
10
21
Preferred Sweets Brand
N a t h u 3 4 . 7 4 . 7
Bikano 1 6 2 1 . 9 2 6 . 6
Haldiram 3 3 5 1 . 5 7 8 . 1
Agarwal 8 1 2 . 5 9 0 . 6
Evergreen 6 9 . 4 1 0 0 . 0
T o t a l 6 4 100.0
Out of 64 respondents, almost half of the respondents like Haldiram’s sweets such as
SoanPapdi and Rasgulla. On second number, there in Bikano from the house of
Bikanervala.
There is concern for Nathu which placed bottom rank in the tally, taking only 3
22
Age Group and Preferred Sweets (Brand wise)
Age Group
14
16-20 years
21-30 years
12 31-40 years
Above 41 years
10
Count
0
Nathu Bikano Haldiram Agarwal Evergreen
Please rate quality of Sweets brand wise on
1-5 scale: (5 - Most Preferred, 1- Least
Preferred)
For Haldiram’s, potential liker for its sweets products comes from age group 21 – 30
years. On second place, there are two age groups 16 – 20 years and 31 – 40 years who
23
Beverage and Pack Size of Namkeen
With which
100
beverage do you
take Haldiram's
namkeen? (You can
choose more than
one option.)
80
Tea/Coffee
Cold Drinks
Hard Drinks
60
Percent
40
20
0
26-35 gm 65-70 gm 200-250 gm 400-500 gm
Which pack size of Namkeen/Chips is
preferred by you?
70 % of Hard Drinkers prefer 200 – 250 gm of pack size of namkeen greatly; while 60 %
of Cold Drinkers also prefers 200 – 250 gm namkeen. Tea taker gave mix response when
24
3. The Road Ahead
The competition in the ready-to-eat snack foods market in India was intensifying. Frito
Lay India Ltd. (Frito Lay), one of Haldiram's major competitors, was expanding its
market share. Instead of directly competing with the market leader Haldiram's, the
company launched innovative products in the market and backed them with heavy
publicity. Frito Lay's product range consisted of a mixture of traditional Indian and
western flavors which appealed to younger and older generations. Its products included
balls), Uncle Chips and Nutyumz (nut snacks). Frito-Lay was the first company to launch
small 35 gm packs nankeens priced at Rs. 5 and also the first company in the organized
launched India's first non-wafer chips in 1988. SM offered products under two main
brands - Peppy and Piknik. Under Peppy, it had sub brands such as Cheese Balls, Ringos,
Hi Protein Crispies, Potato Rackets, Hearts, Veggie Treat, Mixtures and Minerette. Under
25
SWOT ANALYSIS
STRENGTH
1. The product has excellent brand awareness & a high quality image.
2. Good and attractive packing.
3. Good image position.
4. Good taste.
5. Good variety.
6. High Market share.
7. Availability of brand almost on all the outlets.
WEAKNESS
OPPORTUNITY
THREAT
26
In their own words:-
“We at Haldiram were very keen to come to London to see for ourselves why it is such a
special place to Indians who now call it home. And we wanted to service that community
with a taste of their homeland – our range of snacks and sweets. A memory, if you like.
“We were very impressed with the help that Think London gave us on setting up
business in London. Their wealth of expertise, the way they could present a huge array of
statistics about populations and our target market – it all pointed to London as the best
logistics, availability of skilled workforce and target customers and, crucially, a homely
atmosphere for our workers – all make London the perfect place for us.
“Think London made the whole process seamless. They advised us on our
business plan, helped us sort premises, gave us time whenever we needed it and told us
who to talk to on things like tax and employment. All for free!
“What we had dreamed of was an easy process. What we got was exactly that.”
PankajAgarwal,
27
CHAPTER-2
INTRODUCTION
28
ABOUT THE COMPANY
It was after the development of modern packing methods and invasion of the
multinationals that this sector started to grow with introduction of modern technology and
As far as the India snacks food sector is concerned, we can safely say the house of
Haldiram is the only brand, which has little competition in its field and is also giving
PROMOTERS
"HALDIRAM" – a name associated with discerning consumers for sweets and nankeens
for the past six decades in India and abroad. It made its modest start in the beginning of
way back in 1941 in Bikaner in the State of Rajasthan. The brand name "HALDIRAM
BHUJIAWALA" was introduced during pre-partition era-1941 and never looked back
and ventured first major step in this direction by opening up a shop in 1983 in
ChandniChowk, the main hub of commercial centre in Delhi. The prime focus was to
serve sweets and namkeens amongst direct consumers and the trade.
29
BACKGROUND OF PROMOTERS & PROGRESS IN THE TRADE
The first shop opened in ChandaniChowk, Delhi in 1983 serving sweets and namkeen
Sudan Agarwal. The house of Haldiram was using modern technology and packing
facilities. Under the leadership and dynamism of Mr. ManohalLalAgarwal and with his
nature of looking ahead of times, the group has decided to go for upgraded technology in
the field of production through highly sophisticated plant and machinery. A new company
Haldiram Marketing Ltd came into existence. The company went into production in April
1992. The company Haldiram Marketing Private Ltd, is today one of the most sought
Mr. Manohal Lal Agarwal also sensed the change in the taste and preferences of
the Indian consumers and their inclination towards traditional Indian fast food centre and
thus opened Haldiram fast food joint at Mathura road in April 1995. Its success can be
judged by the fact that though it is not very centrally located even then it is always
flooded with consumers relishing the preparation, many of them even come from far of
places. Within a period of three years it has undoubtedly became one of the largest fast
In 1997, company Haldiram Manufacturing Pvt Ltd was established to manufacture all
types of nankeens.
The group has opened the outlet under the brand name of Haldiram located on the
main ring road, Lajpat Nagar, New Delhi. The outlet opened in March 99 and is
performing exceedingly well and has surely surpassed the expectations of the promoters.
30
Encouraged by the tremendous response of consumers, "HALDIRAM" decided to go in
for up-gradation in technology, packing, production etc. with the installation of plant and
"HALDIRAM" became a part of each family and no house left without having product of
"HALDIRAM"
31
Strategy
Haldiram Group of companies do not spend too much on advertisement like its
competitors like Pepsi and others in the market who spend a lot on advertisement, even
then it has been able to garner its share through a network of consignee agents spread all
over northern India. These agents then in turn market the products to a chain of
distributors and retailers. The company at present has a network of consignee agents and
retail outlets. HALDIRAM’S havea strong network of sales personnel who are also
supplying their products regularly to government organizations like super bazaar etc.
The company has developed all techniques in house and has no technical tie up with any
other company. The Haldiram`snamkeen and sweets are packed with hygiene and
After capturing the indigenous market the group has also spread its wings in the
international market. Haldiram has already been approved and acclaimed by million’s of
people thought the world, this fact was formally recognized when the company bagged
International Award for Food and Brewages from Trade Leaders Club in
Association in 1996
32
National Award for Outstanding Contribution 1999 from the Fie Foundation,
Maharashtra
Today,
Haldiram does not have any policy of franchisees and that all the showrooms are
The company has 25 C&F agents and more than 700 Distributors in the
domestic market (INDIA) and 25 Sole Distributors, more than 35 Buyers in the
international market.
Sri Lanka, Middle East, Far East, U.S.A., U.K., Germany, Australia, Japan, Italy
to name a few.
MISSION:-
“Our perpetual consistent quality, best packing strategy, vast market coverage and the
number of years of experience have given us a cutting edge vis-à-vis our competitors. Our
natural ilk to improve our performance and quality with each passing year has taken us
way ahead of our nearest competitor. The people at Haldiram are very sensitive and
customer friendly about the complaints, which infect is a rare occurrence from the
33
CHAPTER-3
FINANCIAL
HIGHLIGHTS
34
Balance Sheet As at 31st March, 2016
(Amount in Rs.)
1,130,194,477 732,200,295
APPLICATION OF FUNDS
F I X E D A S S E T S 5
G r o s s b l o c k 948,021,032 822,760,834
L e s s : D e p r e c a t i o n 239,698,163 165,005,003
-------------------- --------------------
708,322,868 657,755,831
N e t B l o c k 301,663,394 52,879,823
Capital Work in Progress
I N V E S T M E N T S 6 2,164,704 2 , 1 6 4 , 7 0 4
CURRENT ASSETS, LOANS& ADVANCES 7
I n v e n t o r y 129,551,762 9 1,855,55 3
S u n d r y D e b t o r s 16,080,722 9 , 3 6 8 , 2 0 0
C a s h & B a n k B a l a n c e s 74,190,357 4 2,045,08 3
L o a n s a n d A d v a n c e s 101,307,353 4 5,761,63 8
321,130,194 189,030,474
N E T C U R E N T A S E E T S 113,357,424 13,922,385
M IS C E L L A N E O U S E X P E N D I T U R E
(to the extent not written off or adjusted)
Deferred Revenue Expenditure 4,499,522 5 , 1 2 9 , 8 2 2
Preliminary Expenses 1 7 6 , 5 6 4 3 2 7 , 7 3 0
Amalgamation Expenses 3 0 , 0 0 0 4 0 , 0 0 0
-------------------- --------------------
1,130,194,477 732,200,295
35
Profit & Loss A/c for the year ended on 31st March, 2016
I N C O M E
S a l e s 1,623,623,72 0 1,167, 413,879
L e s s : E x c i s e D u t y 3,025,640 2,950,567
1,620,598,08 0 1,164,463,312
O t h e r I n c o m e 10,286,752 3,088,458
Profit on Sale of fixed assets 9 2 4 7 , 3 5 7 12,567,706
Increase/(Decrease) in Finished stock 6 , 6 6 8 , 3 0 1 (1,067,707)
1,357,800,49 0 1,179,051,769
E X P E N D I T U R E
M a n u f a c t u r i n g E x p . 1 0 837,772,543 530,786,516
Administrative, Selling, and Other Exp. 1 1 599,662,388 489,483,395
Interest & Other Financial Charge s 1 2 36,495,262 20,347,944
Loss on Sale of Fixed Assets 2 7 6 , 4 3 4 9 0 0 , 2 4 4
Deferred Revenue Exp. Written of f 6 3 0 , 3 0 0 6 3 0 , 3 0 0
A ma l g a ma t i o n E xp . W / O 1 0 , 0 0 0 1 0 , 0 0 0
P r e l i m i n a r y E x p . W / O 1 5 1 , 1 6 6 1 5 1 , 1 6 6
1,474,98,093 1,042,309,565
Profit before Dep. & Tax 162,802,397 136,742,204
L e s s : D e p . 75,996,899 58,090,499
P r o f i t f o r t h e y e a r 86,805,498 78,651,706
Less: Provision for current tax 39,730,161 28,317,807
L ess: Provi s i on f or FB T 1,645,568 1,209,928
Less: Provision for Wealth Tax 4 0 , 1 0 3 6 , 8 0 7
Add: Provision for Deferred Tax(Reversed) 2,600,240
Less: Provision for Deferred Tax (7,490,266)
36
Profit for the year after Tax 52,879,932 51,717,404
Profit brought forward from previous year 119,816,846 68,099,442
Pr o f i t c a r r i e d o v e r t o B a l a n c e S h e e t 172,696,77 7 119,816,846
(Amount in Rs.)
37
Cash flow statement for the year ended 31st March, 2016
(Amount in Rs.)
PARTICULAR For the year ended For the year ended
31.03.2016 31.03.2015
38
Schedule ‘1’
SHARE CAPITAL
(Amount in Rs.)
P A R T I C U L A R CURRENT YEAR PREVIOUS YEAR
AUTHORISED CAPITAL
150,000,000 150,000,000
(Out of which 374662 Equity share of Rs.10/- each allot ed to the shareholder of Competent Indexpo Ltd Persuant to scheme of amalgamation)
110,000,000 110,000,000
------------------- ---------------------
110,000,000 110,000,000
39
Schedule ‘2’
(Amount in Rs.)
P A R T I C U L A R C UR R ENT YEA R PREVIOUS YEAR
C a p i t a l s u b s i d y 5 , 0 0 0 , 0 0 0 5 , 0 0 0 , 0 0 0
S h a r e P r e m i u m
279,252,39 7 226,372,466
40
CHAPTER-3
WORKING
CAPITAL
41
Definition
Working capital management is concerned with the management of current assets. It is
success.
In the word of Shubin, “Working capital is the amount of funds necessary to cover the
On the other word circulating capital means current assets of a company that
are change in ordinary course of business from one from to another, as for example, from
Cash discount.
In cries Goodwill.
Easy loans.
42
Concept of Working Capital:-
There are two concepts of working capital -
Current assets are assets, which can be converted into cash within an accounting year.
The main components of current assets are cash, debtors, marketable securities and stock.
The gross working capital concept focuses attention on two aspects of current asset
management.
The Ratios of Current Assets and Fixed Assets of Different Industries are as follow:-
1 0 - 2 0 8 0 - 9 0 H o t e l s a n d R e s t a u r an t s
3 0 - 4 0 6 0 - 7 0 Aluminium Shipping
5 0 - 6 0 4 0 - 5 0 T e a P l a n t a t i o n
43
The consideration of level of investment in current asset should be to avoid two danger
points: excessive and inadequate investment in current assets. Investment in current assets
should be just adequate, not more nor less to the needs of business firm. Excessive
investment in current assets should be avoided as its Impairs firm’s profitability. On the
other hand inadequate amount of working capital can threaten solvency of the firm.
Another aspect of gross working capital points to the need of arranging funds to finance
current assets. Whenever a need for working capital arises, financing arrangements
securities.
Net working capital refers to the difference between current assets and current liabilities.
Current liabilities are those claims of outsiders, which are expected to mature for payment
within an accounting year. Current liabilities include creditors, bills payable and
Net working capital is a qualitative concept. It indicate the liquidity position of the firm
and suggests the Extend to which working capital needs may be financed by permanent
source of funds such as shares, debentures, long term debts etc. It covers the question of
judicial mix of long and short-term funds for financing current assets.
positive N.W.C. conventionally the ratio of C.A. and C.L. is 2:1. A negative N.W.C
poses a threat on the company’s solvency and makes it unsafe and unsound.
44
Trade-Off between profitability and risk:-
In evaluating the firm’s working capital position’ an important consideration is the trade-
off between profitability and risk. In other words’ the level of N.W.C has a bearing on
The term profitability used in this context is measured by profit after expenses.
The term risk is defined as the profitability that a firm will become technically insolvent
so that it will not be able to meet its obligation when they become due for payment.
It is assured that greater the amount of N.W.C, the less risk prone the firm is, or
greater the N.W.C the more liquid is the firm and therefore the less likely it is to become
technically insolvent. Conversely lower level of N.W.C and liquidity are associated with
A firm must have adequate W.C. It should neither be excessive nor inadequate.
Excessive W.C means the firm has idle funds, which earn no profit for the firm. This
situation decreases both risk and profitability of the firm. Inadequate W.C. means the firm
does not have sufficient fund for running its operations, which ultimately results in
Lower level of WC increase the risk but have the potentiality of increasing the
profitability also.
45
Effect of level of C.A\c on the profitability risk trade off:
The effect of level of C.A\c on profitability risk and trade off can be shown using the ratio
of C.A\c to T.A\c This ratio indicates the percentages of T.A\c that are in forms of C.A\c
An increase in the ratio will lead to decline in profitability because C.A\c is less profitable
than FAs. It would also increase risk of technical insolvency because increase in C.A\c
assuming no change in C.Lwill increase N.W.C. Conversely a decrease in ratio will result
The effect of C.L can be demonstrated by using the ratio of C.L to Task this portion of
short term financing which is less expensive as compared to long term financing. This
The increased ratio will also increase risk because assuming no change in C.A this would
decrease in N.W.C.
The consequence of decrease in the ratio is exactly opposite to the result of an increase.
this it is necessary to generate sufficient profits. The extent to it, which the profit can be,
earn, largely depend on the magnitude of sales. However sales do not convert into cash
instantly. There is invariable the time gap between the sale of goods and receipt of cash.
46
There is, therefore, a need for working capital in the form of C/A to deal with the problem
arising. Out of the lack of immediate realization of cash again goods sold. Therefore,
The operating cycle can be said to be at the heart of the need for WC. The
continuing flow from cash to suppliers, to inventory, to account receivables and back into
Acquisition of resources – such as raw materials, labor, power and fuel etc.
Sale of the product – either on cash or on credit. Credit sales create account
This phase affect cash flows, which most of the time are neither synchronized nor certain.
Usually occur before cash inflows. Cash inflows are uncertain because sales &
collections are difficult to forecast. Cash outflows, on the other hand are relatively
certain. The firm is therefore required to invest in CAs for smooth uninterrupted
functioning. Firs need to keep cash or invest in liquid securities so that they will be able
to meet obligations when they become due. Similarly the firm must have adequate
inventory to provide a cushion again out of stock. For being competitive the firms must
47
PURCHASEPAYMENTCREDIT SALECOLLECTION
(RMCP+WIPCP+FGCP) RECEIVABLE
(Inventory Conversion)
48
Permanent Working Capital:-
The O.C .creates the needs for C.A, however the need does not come to an end after the
cycle is completed. It continues to exist and therefore the need for C.A is felt
by the firm to carry on its business operations. The minimum level of C.As is referred to
as permanent or fixed W.C. It is permanent in the same way as the firm’s FAs are.
1. Amount of permanent working capital remains in the business is one form or the
other. The suppliers of such W.C. should not accept its return during the lifetime of
the firm.
Permanent W.C. is permanently needed for the business and therefore, it should be
The amount of temporary working capital keeps on fluctuating on time to time on the
basis of business activities. In other words it represents the additional current assets
required at different time during the operating year. For example, extra inventory of
finished goods will have to be maintained to support the peak period of sales and
investment in receivable may also increase during such period. On the other hand
investment in raw material, WIP and finished goods will fall if the market is in depression
period.
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The amount over and above permanent working capital is temporarily variable or
Suppliers of total WC can expect its return during off-seasons when the firm does not
require it. Hence total WC is generally financed from short-term sources of finance such
Temporary Assets
Amm.
Of
W.C
Permanent Assets
Time
50
Permanent and Temporary Working Capital (WC) of a
Stable Firm:-
In the case of an expanding firm the permanent WC line may not be horizontal.
This is because the demand for permanent CA might be increasing (or decreasing) to
support a rising level of activities. In that case line should be raising one as follows:
Both kind of WC are necessary to facilitate the sales process through the operating
cycle. Temporary WC is created to meet liquidity requirement that are of purely transient
nature.
Amount
Of
WC
Temporary WC
Permanent WC
Time
51
Components of Working Capital:-
management etc.
52
WORKING CAPITAL CYCLE
Cash flows in a cycle into, around and out of a business. It is the business's life
blood and every manager's primary task is to help keep it flowing and to use the
theory, generate cash surpluses. If it doesn't generate surpluses, the business will
The faster a business expands the more cash it will need for working capital
and investment. The cheapest and best sources of cash exist as working capital
right within business. Good management of working capital will generate cash will
help improve profits and reduce risks. Bear in mind that the cost of providing
There are two elements in the business cycle that absorb cash - Inventory (stocks
and work-in-progress) and Receivables (debtors owing you money). The main
sources of cash are Payables (your creditors) and Equity and Loans.
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Each component of working capital (namely inventory, receivables and payables)
has two dimensions........ TIME ......... and MONEY. When it comes to managing
working capital - TIME IS MONEY. If you can get money to move faster around
the cycle (e.g. collect monies due from debtors more quickly) or reduce the
amount of money tied up (e.g. reduce inventory levels relative to sales), the
business will generate more cash or it will need to borrow less money to fund
working capital. As a consequence, you could reduce the cost of bank interest or
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Available to support additional sales growth or investment. Similarly, if you can
negotiate improved terms with suppliers e.g. get longer credit or an increased
credit limit; you effectively create free finance to help fund future sales.
I f y o u . . . . . . .T h e n . . . . . .
You release cash from the cycle
Collect receivables (debtors) faster
Your receivables soak up cash
Collect receivables (debtors) slower
You increase your cash resources
Get better credit (in terms of duration or amount) from suppliers
You free up cash
Shift inventory (stocks) faster
You consume more cash
Move inventory (stocks) slower
It can be tempting to pay cash, if available, for fixed assets e.g. computers, plant,
vehicles etc. If you do pay cash, remember that this is now longer available for
capital investment - loans, equity, leasing etc. Similarly, if you pay dividends or
increase drawings, these are cash outflows and, like water flowing downs a plug
“More businesses fail for lack of cash than for want of profit”
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Sources of Additional Working Capital
Long-term loans
If you have insufficient working capital and try to increase sales, you can easily over-
stretch the financial resources of the business. This is called overtrading. Early warning
signs include:
Exceptional cash generating activities e.g. offering high discounts for early cash
payment
Frequent short-term emergency requests to the bank (to help pay wages, pending
receipt of a cheques).
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Comparative Working Capital Statement of
HaldiramPvt.Ltd
B) Current Liabilities
L i a b i l i t i e s 84,319,556 111,488,311 166,570,772
57
Working Capital Management
organization. Holding too much working capital is inefficient, holding too little is
Working capital is the everyday term for what accountants call net current
assets. The working capital figure is the total of current assets minus the total of
current liabilities. The main current assets are stock, debtors and cash. The current
liabilities are creditors and accrued expenses. The key factor in the word "Current"
is that they are expected to turn into cash, or be paid from cash, within twelve
months. As a general rule the organization wants as little money tied up in working
capital as possible. However, there are always trade-off. The most obvious
problem is running out of cash so you cannot pay the wages, or being unable to
provide a service because you have run out of a vital resource: for example, a
meals service being unable to produce the required number of meals because they
Each of the areas of working capital has different problems and these are
Stock control
Debtor control
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Cash flow management guidelines
Creditor control
In order to assess whether you have a "safe" amount of working capital there are
The Current Ratio is the relationship between the total current assets and the total
£1.25 current assets for every £1 of current liabilities. If there are significant
The Quick Ratio is the relationship between the total of debtors and cash compared
with current liabilities. Generally the debtors and cash together should
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Stock control
There are stocks crucial to the operation of the organization - for example,
Not all organizations have significant stocks. If your organization has only about a
hundred pounds tied up in stationery, for example, then it is not cost effective to
The Problems:-
If too much stock is held, the organization wastes money through a variety of
factors:
On the other hand, too little stock can lead to stock- outs which can:
Halt activity
Lose income
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Cause discomfort or distress to clients
However, finding the correct level of stock for any one particular item is complex.
This is because there are many influencing factors including the anticipated
demand for the items and the cost-efficient use of the organization’s resources.
The solution:-
The first place to start is to look at your income forecast. This will give you an
indication of your demand and how much stock you will need to meet it. If you do
not currently forecast income in any detail then an analysis of past demand can
help. Go back through your figures for the last two or three years to see if you can
Your analysis need not cover the whole of your stock needs. A large
total items. This is sometimes called the 80:20 rules: it is likely that 80% of the
these.
When determining your stock levels you will also need to look at lead
times. Lead-time is the time it takes from ordering a product to the point at which
it is received. Something which can be obtained within a few hours is much less of
a problem than something which has to be imported and can take up to a month to
arrive. The major difficulty is deciding how much of the demand you want to
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keep in stock at any one moment. Should you have sufficient to meet one week's
Purchasing Costs
It may be possible to reduce the cost of purchases by placing a large order: this
will reduce average unit delivery costs and may result in being given quantity
discounts. However, it is not worth having to carry five years supplies in order to
get a 1% discount.
Essential Supplies
There may be some items of stock that it is absolutely vital not to run out of. A
Here you have to consider costs of insuring, warehousing, and any bank interest
perhaps sufficient only to cover one day's sales. However, a charity selling goods
made by the disabled in developing countries will need much higher levels.
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CHAPTER-4
MANANGEMENT
OF
INVENTORY
63
Management of Inventory
The term inventory refers to the stock of the products a firm is offering for sale and
the components that make up the product. That is, inventory is composed of assets
that will be sold in future in the normal course of business operations. These assets
are i) Raw materials, ii) Work-in-progress and iii) Finished goods. The views
concerning the appropriate level of inventory would differ among the different
functional areas.
Objectives:
as possible, avoiding stock-outs that might result in closing down the production
line or lead to a loss of sales. It implies that while the management should try to
should at the same time ensure sufficient inventories to satisfy production and sale
minimize investment is inventory and also to meet a demand for the product by
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COST OF HOLDING INVENTORY:
associated with the inventory fall into two basic categories: i) ordering costs, and
ii) carrying costs. These costs are an important element of the optimal level of
Ordering costs; these are the costs associated with the acquisition or
order. Included in the ordering costs are costs involved in one i)preparing a
purchase order or requisition form and ii) receiving, inspecting and recording of
the goods received to ensure both quality and quantity. These are generally fixed
placing fewer orders for a larger amount. However, acquisition of large quantity
would increase the costs associated with the maintenance of the inventory, that is,
carrying costs.
Carrying costs: these costs are the variable costs per unit of holding an
item in inventory for a specified time period. These costs can be divided into two
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fire, technical obsolescence, d) serving costs such as labor for handling, ii)
opportunity costs: this consists of expenses in raising funds. If funds were not
blocked up in inventory, they would have earned a return. This is the opportunity
cost of funds.
The sum of ordering and carrying costs represents the total cost of inventory.
The secondary element in the optimum inventory decision deals with the
inventory is that they enable firms in the short run to produce at a rate greater than
purchase of raw materials and vice-versa, or sell at rate greater than production and
vice-versa.
The ABC system is a widely used classification technique to identify various items
of inventory for the purposes of inventory control. This technique is based on the
assumption that firm should not exercise the same degree of control on all items of
inventory. It should rather keep a more rigorous control on items that are most
costly and or slowest turning, while items that are less expensive should be given a
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divides inventory into three categories of descending importance based on rupee
investment in each. The items included in group A involve the largest investment.
Therefore, inventory control should be most rigorous and intensive and the most
investments, although the number of items is fairly large. These items deserve
minimum attention. The group B stands mid-way. It deserves less attention than a
The task of inventory management is to classify all the inventory items into one
of these groups/categories.
for determining items optimum order quantity which is the one that minimizes the
total of its ordering and carrying costs. It balances fixed ordering cost against
EOQ = √2AO
√C
B= Ordering Cost
C= Carrying Cost
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Setting of various stock levels:
held in stock at any time. The important considerations which should govern the
1. The information about its re-order level since it itself depends upon its
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4. Availability of funds, storage space, nature of items and their price per unit
Re-order Level: This level lies between the maximum and minimum
levels in such a way that before the material ordered is received into the stores,
consumption situations. In other words, it is the level at which fresh order should
Danger Level: It is the level at which normal issues of the raw material
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Danger level of inventory = Average consumption x Lead time for emergency
purchases
essential feature of every sound system of material control. Such a checking may
be periodic or continuous.
encourage sales. In the case of charities it is less likely that you are encouraging
additional sales by giving credit and more likely that your clients will want credit
and will wish to dictate the terms on which they will pay. Therefore, for voluntary
control policy.’ It is better to have cash in your bank account than in your
customers'!
If you get the money in quickly you can use it for other purposes, which
simply walk away from the contract. You cannot afford to risk running out
of cash.
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If stage payments are delayed, you may perhaps have to say, for example,
that you will be unable to complete the contract; this may help with
negotiations.
So what should you be aiming for in terms of the credit you offer? The key
objective should be to try and shorten the period each year rather than lengthen it.
So, for example, if you agree with your client’s 30 days and you collect in this,
A general rule of thumb is agreed time plus 33%. You need to improve your
collected faster. Every business needs to know.... who owes them money.... how
whom can least afford it. If you don't manage debtors, they will begin to
manage your business as you will gradually lose control due to reduced cash flow
and, of course, you could experience an increased incidence of bad debt. The
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Have the right mental attitude to the control of credit and make sure that it gets the
priority it deserves.
2. Make sure that these practices are clearly understood by staff, suppliers and
customers.
4. Check out each customer thoroughly before you offer credit. Use credit
6. Continuously review these limits when you suspect tough times are coming
11. Monitor your debtor balances and ageing schedules, and don't let any debts
Recognize that the longer someone owes you, the greater the chance you will
never get paid. If the average age of your debtors is getting longer, or is already
very long, you may need to look for the following possible defects:
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Weak credit judgment
Customer dissatisfaction.
Debtors due over 90 days (unless within agreed credit terms) should generally
demand immediate attention. Look for the warning signs of a future bad debt. For
Example: -
Longer credit terms taken with approval, particularly for smaller orders
terms
The act of collecting money is one, which most people dislike for many reasons
and therefore put on the long finger because they convince themselves there is
something more urgent or important that demands their attention now. There is
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nothing more important than getting paid for your product or service. A
Here are a few ideas that may help you in collecting money from debtors:
Don't feel guilty asking for money.... It’s yours and you are entitled to it.
Make that call now. And keep asking until you get some satisfaction.
In difficult circumstances, take what you can now and agree terms for the
When asking for your money, be hard on the issue - but soft on theperson.
Make it your objective is to get the money - not to score points or get even.
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CHAPTER-5
CASH FLOW
MANAGEMENT
75
Cash flow management is about achieving maximum effectiveness of cash receipts
and payments.
A distinguishing features of cash as an asset is that it does not earn any substantial
return for the business. Even though firm hold cash for following motives:
1. Transaction Motive –
business.
2. Precautionary motive –
This implies the needs to hold cash to meet unpredictable obligations. Thus
of charge. They, therefore, usually require client to keep minimum cash balance
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with them, which helps them to earn interest and thus compensate them for the free
service so provided.
(a) To meet the cash disbursement needs as per the payment schedule
These are conflicting and mutually contradictory and the task of cash management
is to reconcile them.
This is the first basic objective of cash management. According to this, the firm
should have sufficient cash to meet the various requirement of the firm at different
time period. Cash has been described as “Oil to lubricate the ever turning
This is the second basic objective of cash management. In this process the finance
Manager is confronted with two conflicting aspects. A higher cash balance ensures
power savings with all its advantages. But this will result in a large balance of cash
remaining idle. Low level of cash balance may result in failure of the firm to meet
the payment schedule. The Finance Manager should, therefore, try to have an
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Putting money to work for the charity so it returns a satisfactory yield
Managing your cash balances is the most important part of working capital
operating immediately. There may not even be the money to pay the salaries at the
end of the month, and the banks might have started dishonoring cheque.
Here are a few guidelines to help you manage your cash flow more effectively:
areas such as accounts payable and payroll, by using (for example) BACS
payment methods. This is quicker, more secure and cheaper than cheque.
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Consolidate banking relationships by choosing banks that can offer
monies. You will get advice from banking experts and save on bank
charges.
Develop accurate cash flow forecasting techniques and models that are
Conduct regular reviews of the cash situation to ensure that the cash
balances are approximately the same as in the budget, and analyze any
organization's cash.
If the organization has too much liquidity in the long term, it may well be invested
in fairly low return areas, such as bank deposit accounts. Long-term surplus cash
should be invested in making the organization grow. You might, perhaps, be able
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Cash Flow Forecasts (also called Cash Budgets)
Cash flow forecasts are a powerful management tool to help identify future deficits
or surpluses in liquidity. They can help you spot cash problems and opportunities.
You should normally forecast your cash flow at least monthly and in a year in
advance. You should also make sure the trustees have copies.
The cash flow statement represents movements in cash held at the bank.
Gets your staff to contribute their ideas derived from their own forecasts. For
example, in a care home, the person responsible for ordering dressings will know
what they expect to order each month and what the costs will be. These can then
be combined into the master cash budget. It is important that your staff accept the
need for this, as otherwise the budget will bear little resemblance to reality.
Once the budget has been completed it is important to check it against the actual
figures regularly and find out why any variances are occurring. If this is not done
the figures can drift further and further from the plan. Also, there is a risk that the
current year's budget will be used as a basis for the following year, resulting in
even more inaccuracy.
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Once you can see the pattern over the year you can start to work on smoothing
out any crises in cash flow. For example, Fixed Asset purchases:
Leased instead?
Does the cash position mean you simply cannot fund a new contract you were
negotiating for? If so, can you negotiate for more advance or staged payments?
At the very least, you will now have a picture to present to your bank
manager. However, although it is vital to keep a close eye on the cash position, if
it is a daily battle to survive then the whole operation of the organization may need
to be reviewed.
Creditor control
owe money to, such as suppliers. It forms part of working capital management.
It is, unfortunately the area over which not-for profit organizations have least
control. If you are dealing with an industrial giant or a big local authority, they
However, there are steps you can take to improve your position:
the relationship.
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Pay by the due date, but not before - remember this is free credit.
them enough time to remedy the situation before you refuse to pay.
The ratio to watch here is the average number of day’s credit you take from
your suppliers. Take too little and you may be paying extra costs like bank
overdraft interest and charges unnecessarily. Take too much and you risk your
suppliers demanding cash on delivery - or worse, cash with order. Try to keep the
“Remember, a good supplier is someone who will work with you to enhance
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Key Ratios of Working Capital
These are some Ratios to Calculate the Capital Utilization. With the help of these
Ratios we can easily calculate the Current Economic Situation and thus it is
R a t i o Formulae R e s u l t I n t e r p r e t a t i o n
L I Q U I D I T Y R A T I O S
=321130194/
Total Current Assets/ 2 0 7 7 7 2 7 7 0
Current Ratio Cur ent Assets are as ets that you can readily turn in to cash or wil do so within 12 months in the course of busines . Cur ent Liabil ties are amount you are due to pay within the coming 12 months. So in the Cur ent Situation, 1.53 times means that you should be able to lay your hands on Rs.1.54 for every Rs.1.0 you owe. Les than 1 time e.g. 0.75 means
Total Current Liabilities =1.54
T i m e s
=191578432/ Similar to the Cur ent Ratio but takes ac ount of the fact hat it may take time to convert inventory into cash. There Company is in the Situation of Pay their Debts 0.92 times for every 1.0 Rs. It is the Good Sign of Company.
(Total Current Assets - Inventory)/
Quick Ratio 207772770
Total Current Liabilities
=0.92 ti me s
=306584558/
In the Cash Ratio we calculate the cash availabil ty in respect of paying Debts. In this ratio we take only Cash Balance and Bank Balance in calculating the Cash availabil ty in the firm. Here in the Haldiram Cur ent Cash Ratio is 1.56 which very Beneficial for the company. It means that Company has 1.56 times more cash availabil ty to Rede med their Loa
(Cash & Bank Balance +Current Investment)/ 2 0 7 7 7 2 7 7 0
Cash Ratio
Current Liabilities
=1.56 ti me s
L E V E R A G E S R A T I O S
D e b t s / 11 00 0 00 00/
Debts-Equity Ratio
E q u i t y 721,661,691
In the Debts-Equity Ratio we calculate the Owner’s money in respect of company’s debts.
In the Debts-Assets Ratios we calculate the Ratios between Debts and Total Assets and Check the Total Assets value in respect of Debts.
Debts-Assets Ratio 1,130,194,477/1.3125
Total Assets/debt ratio
T U R N O V E R R A T I O S
Inventory or Stock Turnover Cost of Goods Sold/
( i n d a y s ) Average Inventory
83
The Company may need to break this down into produ
One or more large or slow debts can drag out the average days. Effective debtor management will minimize the days.
Receivables Ratio N e t S a l e s / 1,623,623,720/16,080,722
( i n d a y s ) Average Debtors = 1 0 0 . 9 4
N e t S a l e s / =1620598080/708322868 Fixed Assets Turnover Ratios shows that the Company can handle their Net Fixed Assets by the Net sales. Here this ratio is 2. 28 days, which is very good for the company.
Fixed Assets Turnover Ratio
Average Net Fixed Assets = 2 . 2 8 d a y s
19920086 /
Total Sales / This Ratios Shows that total Assets of the company can be handle by the Total Sales. In the Current time this ratio is 1.09 days
Total Assets Turnover Ratio 18327744
Average Total Assets
=1.09 days
1620598080/ 113,357,424
Working Capital turnover Ratio Net sales/ Working capital This ratio shows that utilization of working capital is being effectively. The higher the ratio the better it is.
= 16.88 times
Once ratios have been established for your business, it is important to track them
over time and to compare them with ratios for other comparable businesses or
industry sectors.
of working capital be fully assessed when making cash flow forecasts. Our
financial planning software packages - Exl-Plan and Cash flow Plan - can
84
facilitate this task as they provide for the setting of targets for receivables,
85
CHAPTER-7
FINDING
&
CONCLUSION
86
Findings of the Study
Foods which is not a category where Haldiram’s has its products. Haldiram’s is in
two categories of food articles: packed food and ready-to-eat food. 28 % and 20 %
For Haldiram’s, potential liker for its sweets products comes from age
group 21 – 30 years. On second place, there are two age groups 16 – 20 years and
greatly; while 60 % of Cold Drinkers also prefers 200 – 250 gm namkeen. Tea
taker gave mix response when question asked about which pack size they prefer.
sweets such as Soan Papdi and Rasgulla. On second number, there in Bikano from
the house of Bikanervala. There is concern for Nathu which placed bottom rank in
effective advertising tools such as TV, Hoardings and Banners; and of course
quality of product.
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Indians have become fervent consumers of brand snack foods or
‘Namkeens’. In the fiscal year 2005-06, the market for branded packaged
with 11.6 % in terms of value growth in fiscal year 2005-06. While the underlying
and branding this product which has traditionally been purchased loose, other
Retailers earned more margins ranging from 25% to 30% by selling. Apart
from the exclusive showrooms owned by Haldiram's, the company offered its
stores, bakeries and ice cream parlors. The products were also available in public
places such as railway stations and bus stations that accounted for a sizeable
looking at tapping this market. Foreign investments will definitely the Indian food
and beverage (F&B) market, at the same time quality of products will also
increase. As more and more investment takes place in entail sector, the entire
88
CONCLUSION
assets & current liabilities of a firm in such way that a satisfactory level of
positions are bad for any business. Inadequate of working capital may lead
the firm to insolvency &excessive working capital implies idle funds which
paying its debt. Due to which the company liquidity reaction is falling.
the retailers.
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3. Market share of Haldiramnamkeen is more than double of its
competitors.
4. From the data its quite clear that while promoting any brand the forecast
5. Margins are revealed by retailers are highest for local brand followed by
the consumers.
90
SUGGESTIONS
&
RECOMMENDATIONS
91
SUGGESTIONS & RECOMMENDATION
Special efforts should be made to analyze loans & advances, which are between
related cases might be financed from other sources like debenture etc. and treated
separately.
This is the most liquid element in current asset and target shall be fixed most
cautiously. Too high a figure of 20% of total current assets of Haldiram Pvt. Ltd.
In 2005-06 as against 11.5% of TCS may be apparently too good to look at, but
this may be lead to wastage of cash .This amount only use of payment so fallow
Ratios
The company should try to improve its current situation. The ratios, which are
taken in this research to evaluate the company’s position, are Current ratio, Quick
ratio and Activity ratio. These ratios show the actual position of the company. The
Quick ratio is declining since 2006-07 till now. There is a drastic declining in the
working capital turnover ratio. This ratio goes to –be position in current year
compared to previous. The Debts collection period is 359 days for Exporters. This
92
shows the poor collection policy. The current ratio is 1.02 in 2005-06, which is not
up to the ideal ratio. This shows that the current assets are equal to the current
Inventory
and reliability of suppliers. This will help to avoid obsolesce and dead inventory.
Debtors
Haldiram Pvt. Ltd. high correction period of 95 days in 2004-05 against 50 days
Creditors
Though high payout days may be apparently beneficial for the company. It has it
very heavy long term cost like high interest cost, bad credit ratings and shyness of
93
BIBLIOGRAPHY
94
Reference Books
3. ICAI’s Module.
Referred Sites
1. www.google.com
2. www.answers.com
3. www.yahoo.com
4. www.amazon.com
5. www.haldiram.com
Other Materials
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