ratio analysismba escorts project

8/19/2019 Ratio Analysismba Escorts Project

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SUMMER TRAINING PROJECT REPORT

SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENTS

FOR THE AWARD OF DEGREE OF

Bachelor of Business Administration

20!"20#

S$%&'((e) (o* S$%&'((e) %+*Ms. Bharti Aggrawal Krishan Kumar Lecturer, BBA Department BBA –V Semester

Regn.no 13DAV!1"31

DA, CENTENAR- COLLEGENH". FARIDABAD


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AC/NOWLEDGEMENT

A pro#ect report has ne$er %een the sale pro&uct o' the person whose name appears on the

co$er. (here are alwa)s some people whose gui&ance pro$es to %e o' immense help in

gi$ing its 'inal shape. So, it is m) 'irst &ut) to e*press m) gratitu&e towar&s all o' them.

Success in m) en&ea$or calls 'or co+operation an& the $alua%le 'or senior an& colleagues.

!irst, o' all woul& li-e to con$e) m) heart 'ull gratitu&e to Mr M$1eh G$3(a

4CA 5F'1a1ce6 'or gi$ing me permission to wor- on a pro#ect in this organiation. am

also than-'ul to Mr RN/a(+al who has pro$i&e& me super$ision an& gui&ance &uring

m) pro#ect wor-. cherish to recor& m) than-s to management o' ESCORTS

LIMITED

I a& alo (ha178$l (o &+ 3ro9ec( :$')e 8or hel3'1: &e '1 3re3ara('o1 o8 (h' 3ro9ec(

re3or(


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PREFACE

(he pro#ect was carrie& out &uring the tenure o' summer training an& m) #o% was to

con&uct a mar-et research in to two states in which was instructe& to &o an& 'in& out the

perception o' the single c)lin&er tractor owners. (he purpose o' this training was to gi$e

a comprehensi$e / inno$ation, managerial/ practical intro&uction to mar-eting in an

entirel) mar-eting atmosphere. (his pro#ect report &escri%es not onl) the single c)lin&er

mar-et %ut also the strategies pre'erre& %) companies their mar-et share an& %ran&

awareness.

(his pro#ect 'urther &e'icits the compan) pro'ile o' escorts Lt& as well an& in &epth

picture o' M0(,the re$olutionar) &ou%le c)lin&er tractor an& which can %e &rag into this

niche single c)lin&er segment or escort Lt&. o$er the 'ew )ears hun&re& o' companies

ha$e greatl) impro$e& their per'ormance through superior mar-eting research .escort

M0(,A2A that is in 'act a &ou%le c)lin&er tractors %ut e4ui$alent in price in

comparison to single c)lin&er tractors an& is use& %) the 'armers as single c)lin&er tractor

an& ha$ing e*cellent running power on roa& an& in the culti$ation.


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CHAPTER INTRODUCTION OF THE TOPIC

I1(ro)$c('o1


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FROM

TO

The I1)'a1 Trac(or I1)$(r+*


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2ar surplus tractors an& %ull&oers were importe& 'or lan& reclamation an& culti$ation in

mi& 1@


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?=""" units %) 1@= an& reache& 1


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(ractor manu'acturing is now 'irml) esta%lishe& in n&ia an& is highl) competiti$e with

rapi& a&$ancements %eing ma&e in technical &esign an& 4ualit) with increasing attention

to e*port mar-ets. 7' the 1> companies that %egan operations %e'ore 1@@"s, eight are

consi&ere& ma#or manu'acturers C6icher, 6scorts Lt&, Sonali-a, Mahin&ra an& Mahin&ra,

ohn Deere, Swara#, VS(, an& (A!6.


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Mar7e( hare '1 200>"0? '1 @

Escorts 12.80

Mahindra n Mahindra 28.40

Eicher 7.30

Tafe 15.10

HMT 1.20

Sonalika 8.4

John Deere 8.1

tl !.20

"hi #.50

$thers 1.30


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ABOUT ESCORTS

(he 6scorts 8roup is amongst n&ias lea&ing engineering conglomerates operating in the

high growth sectors o' agri+machiner), construction / material han&ling e4uipment,

railwa) e4uipment an& auto components.

5a$ing pioneere& the 'arm mechaniation in the countr), 6scorts has pla)e& a pi$otal

role in the agricultural growth o' n&ia 'or o$er 'i$e &eca&es. 7ne o' the lea&ing tractor

manu'acturers o' the countr), 6scorts o''ers a comprehensi$e range o' tractors, more than


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6scorts 8roup

Agri

Machiner)

6scorts

ommunicatio

ns

onstruction

64uipments

Railwa)

64uipments


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6scorts has %een a ma#or pla)er in the railwa) e4uipment %usiness in n&ia 'or nearl) 'i$e

&eca&es. (here pro&uct o''ering inclu&es %ra-es, couplers, shoc- a%sor%ers, an& rail

'astening s)stems, composite %ra-e %loc-s an& $ulcanie& ru%%er parts.

n the auto components segment, 6scorts is a lea&ing manu'acturer o' auto suspension

pro&ucts inclu&ing shoc- a%sor%ers an& telescopic 'ront 'or-s. 7$er the )ears, with

continuous &e$elopment an& impro$ement in manu'acturing technolog) an& &esign, new

relia%le pro&ucts ha$e %een intro&uce&. (he 6scort 8roup has also %een operating in the

(6S an& 'inancial ser$ices sectors.

(echnological an& %usiness colla%oration with worl& lea&ers o$er the )ears, glo%all)

competiti$e in&igenous engineering capa%ilities, o$er 1>"" sales an& ser$ice outlets an&

'ootprints in o$er


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THE FOUNDING PHILOSOPH-

Aroun& si* &eca&es %ac- two )oung men were out on a #ourne) together arme& with little

%e)on& intelligence, %usiness acumen an& &etermination an& &reams aplent). (he) %elie$e& that n&ia coul& onl) achie$e total 'ree&om with a %rea-through in the 'iel& o'

agriculture an& mechaniation woul& ha$e to rule the 'iel&s. (heir )outh'ul enthusiasm

ha& -in&le& the hope that one &a) the) woul& ma-e a mar- o' their own. (he) were in

'act writing the 'irst chapter o' what has come to %e wi&el) recognie& as one o' the

greatest success stories in n&ian in&ustr).

6scorts came into %eing with a $ision. A $ision that eschewe& eas) paths to pro'ita%ilit),

an& sought instea& 'or wa)s to ma-e a contri%ution. A $ision that le& two )oung %rothers,;u&i an& 5ari an&a, to %ranch out o' their 'amil)s prospering transport %usiness an&

institute $entures that were to %ecome the 'oun&ations o' 6scorts Limite&. 7n 1?th

7cto%er 1@


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(ragicall), Mr. ;u&i an&a &ie& in an acci&ent in 1@=: + %ut his spirit remaine&

em%e&&e& in the 'oun&ations o' the compan). Mr. 5 0 an&a then too- on the mantle to

realie the &reams, which he ha& alwa)s seen with his %rother.

6scorts CAgents Lt&., an& 6scorts CAgriculture an& Machines Lt&. merge& in 1@=3 to

create a single entit) +6scorts Agents 0$t Lt&. 5a$ing initiall) starte& with a 'ranchise 'or

2estinghouse &omestic appliances, %) this time the ompan) ha& alrea&) e*pan&e& its

mar-eting an& ser$ice operations, representing internationall) -nown 8erman an&

American organiations such as MA, A68, 5aniel / Leug, Knorr Bremse, MA8 an&

BMA 'or sophisticate& electrical an& mechanical engineering e4uipment an& Minneapolis

Moline an& 2isconsin 'or agricultural tractors, implements an& engines. 6scorts ma&e a

ma#or thrust into the agricultural arena %) ta-ing on the mar-eting an& ser$ice 'ranchise

'or Masse) !erguson tractors in orthern n&ia, which soon comprise& ?=H o' M!s all+

n&ia sales + a signal tri%ute to 6scorts inherent strengths. ts 'irst in&ustrial $enture came

up in 1@=1 in technical

cooperation with 9RS9S o' 0olan&. Su%se4uentl) this le& to the manu'acture o' the

countr)s 'irst in&igenous tractors un&er 6scorts own %ran& name, which were to pla) a

pi$otal role in the 8reen Re$olution. (his went on to la) the 'oun&ations that e$en to&a)

are the ompan)s core strengths +rele$ant, worl&+stan&ar& technolog) through strategic

international alliancesG a %roa& %ase& mar-eting an& ser$ice networ- )et unri$alle&G

power'ul s)m%iotic relationships with suppliers an& &ealers an& a%o$e all, the crusa&e to

ma-e a &i''erence.


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Be)on& the growth o' the organiation, these principles ha$e ensure& that Mr. 5. 0.

an&as contri%ution to the cause o' in&ustr) an& the consumer will en&ure. 5e pioneere&

the re$olutionar) concept o' inter&epen&ence %etween ancillar) an& large in&ustries,

institutionaliing $en&or &e$elopment an& in the process %uil&ing !ari&a%a& an& the

entire %elt o' townships in the region. 5e intro&uce& the &iscipline o' ser$ice going

%e'ore mar-eting, reassuring the customer that 6scorts woul& sta) with them, that the)

were here 'or the long run. 5e %uilt lasting alliances with an arra) o' the worl&s most

respecte& names in tractors, in&ustrial e4uipment, two+wheelers, construction e4uipment

an& telecommunications. 8oing 'urther, he create& institutions &e$ote& to $alue

engineering an& training, not onl) as in$estments in the compan)s 'uture %ut also as

catal)sts 'or the enhancement o' n&ian in&ustr) as a wholeF (he 6scorts R/D entre

an& (he 6scorts nstitute o' !arm Mechaniation. 5is concern e*ten&e& to the societ) in

which he wor-e&, an& he mani'este& it %) esta%lishing the 6scorts Me&ical enter at


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!ari&a%a&, 6scorts 5eart nstitute an& Research entre at ew Delhi, as well as

numerous $illage &e$elopment programmes. An& a%o$e all, he im%ue& the corporation

with his own pioneering, entrepreneurial spirit, instilling %oth a conscience.


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Boar) o8 D'rec(or o8 Ecor( L'&'(e)

CHAIRMAN MANAGING DIRECTOR MR. RAA ADA

JOINT MANAGING DIRECTOR MR. K5L ADA

DIRECTORS DR. M.8.K. M67

DR. S.A. DAV6

DR. 0.S. 0R(AM

DR. S.. B5AR8AVA

,ICE PRESIDENT "

LAW COMPAN- SECRETAR- MR. 8. B. MA(59R

E;EC ,ICE PRESIDENT GROUP

FINANCE CHIEF OFFICER MR. R.K. B9D5RAA


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LOGORATIONALE

(he he*agonal nut Cin re& represents a geometric per'ection. (he nut has %een a

'unctional &e$ice that has sta)e& at the core o' man-in&Es engineering a&$entures. n spite

o' mo&ern technologies coming in, it still remains unargua%l) a s)m%ol o' technolog)

an& all that hol&s it together. Loc-e& into the nut is a spanner Cin white, the turning 'orce

'or the s)m%ol o' technolog). (he two pictorial elements are con'igure& together to 'orm

an 6, a pneumonic 'or 6scorts.

A &octrine o' corporate an& engineering openness, the 6scorts logo allows an aisle, a

pathwa) through which new i&eas can wal- in an) time 'reel), gi$ing 6scorts the

character to listen an& a%sor% new an& 'resh thoughts.

(he s)m%ol with its three meanings ma-es a re%us or $isual pun an& is ren&ere& in re&,

the color o' energ) an& &)namism. 6$er) time it is use&, it represents the 6scorts seal o'

4ualit) an& e*cellence.


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ABOUT AGRI MACHINER- GROUP

Bac7:ro$1)

n 1@>", 6scorts set up the strategic Agri Machiner) 8roup CAM8 to $enture into

(ractors.

n 1@>=, the) rolle& out their 'irst %atch o' tractors un&er the %ran& name o' escort.

n 1@>@ a separate compan), 6scorts (ractors Lt&., was esta%lishe& with e4uit)

participation o' !or& Motor o., Basil&on, 9K 'or the manu'acture o' !or& agricultural

(ractors in n&ia.

n the )ear 1@@> 6scorts (ractors Lt&. 'ormall) merge& with the parent compan), 6scorts

lt&.

Since inception, we ha$e manu'acture& o$er 1 million tractors.

Tech1olo:'e

6scorts AM8 has three recognie& an& well+accepte& tractor %ran&s, which are on

&istinct an& separate technolog) plat'orms.

Far&(racF 2orl& lass 0remium tractors, with single re&uction an& epic)clic re&uction

transmissions 'rom 3< to ?= 50.

Poer(rac* 9tilit) an& Value+'or+mone) tractors, o''ering straight+a*le an& hu%+

re&uction tractors 'rom 3< to == 50. n&iaEs o.1 econom) range – engineere& to gi$e

spectacular &iesel econom).

Ecor(* 6conom) tractors ha$ing hu%+re&uction transmission an& twin+c)lin&er engines

'rom :? to 3= 50. 0ioneering %ran& o' tractors intro&uce& %) 6scorts with un%eata%le

a&$antages.


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I1(er1a('o1al S$%')'ar'e

6scorts AM8 has two international su%si&iaries

!armtrac orth America LL in the 9.S.A

!armtrac (ractors 6urope Sp. o.o.in 0olan&

(he) now cater to


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AGRI MACHINERY’S FUNCTIONAL E!ARTMENT

D6(ALS 7! 6S7R(S (RA(7RS


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!armtrac 3" 5ero I:>+3" 50 ategor)J

Escort Series

6scorts 3:= osh I:=+3" 50 ategor)J

6scorts awan M0( I:=+3" 50 ategor)J

6scorts 33= osh I31+" 50 ategor)J


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!armtrac ?" I>"+?" 50 ategor)J

!armtrac " I?1+" 50 ategor)J

PRODUCT /NOWLEDGE

Se:&e1(a('o1 o8 Trac(or

(he n&ian tractor in&ustr), in line with the tractor in&ustr) worl&wi&e, is segmente& on

the %ases o' the power &eli$ere& %) the engine. i.e., horsepower C50. 5owe$er the

a$erage tractor sie in n&ia is 3=hp, while it is much higher in &e$elope& countries.

2hile in the international mar-et, the tractors with an engine power o' less then =" hp are

classi'ie& as small tractors, those with less than 3" hp are classi'ie& as small tractors %ut,

in n&ia, 31+


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Tractor: Segment-Wise Break-Up On The Basis Of HP

S&all (rac(or

(he :1+3" hp small tractors account 'or :" H o' the total &eman&. (hese tractors are

suita%le 'or so't soil con&ition o' northern states such as 0un#a% har)ana an& western part

o' 9ttarpra&esh.

Me)'$& ra1:e (rac(or

(he me&ium range segments comprising 31+


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Per8or&a1ce a( a :la1ce

4AMG GROUP6


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F'1a1c'al 3er8or&a1ce

Pro8'( Be8ore Ta (in crores)

"##$%#& "##&%#'"##'%#(

!BT )*+** %,'+))"&+,*

Pro8'( a8(er (a (in crores6


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200!"0# 200#"0> 200>"0?

PAT < "#== ?>

SALES ANAL-SIS


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-EAR DOMESTIC E;PORT TOTAL

"##&%"##' *''&' $""$ $"--"

"##'%"##( $)### &*$# $-*$#


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Ra('o a1al+'

A ratioE is &e'ine& as the in&icate& 4uotient o' two mathematical e*pressions an& as the

relationship %etween two or more things. n !inancial anal)sis, a ratio is use& as

%enchmar- 'or e$aluating the 'inancial position an& per'ormance o' a 'irm. Ratios help to

summarie large 4uantities o' 'inancial &ata an& to ma-e 4ualitati$e #u&gment a%out the

'irmEs 'inancial per'ormance.

Ratio anal)sis in$ol$es comparison 'or a use'ul interpretation o' the 'inancial statements.

Single ratio in itsel' &oes not in&icate 'a$ora%le or un'a$ora%le con&ition. (here'ore in

this report it is compare& withF

0ast ratios, i.e. ratios calculate& 'rom the past 'inancial statements o' the same

compan).

ompetitorEs ratios, i.e. Ratio o' the ma#or competitor at the same point in time.

0ro#ecte& ratios, i.e., ratios &e$elope& using the pro#ecte&, 0er'orma, 'inancial

statements o' the same 'irm.


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Since li4ui&it) ratios an& Acti$it) ratios help to measure the 'irmEs a%ilit) to meet current

o%ligations an& 'irmEs e''icienc) in utiliing its assets respecti$el), these two ha$e %een

use&.

OBJECTI,E OF RATIO ANAL-SIS

• t is help'ul in anal)sis o' 'inancial statement.

• t helps in simpli'ication o' accounting &ata.

• 5elp'ul in comparati$e stu&ies.

• t helps in locating wea- spots o' the %usiness.

• 5elp'ul in 'orecasting.


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• 6stimate a%out tren&s in %usiness

• (o ha$e e''ecti$e control.

• (o stu&) a%out the 'inancial soun&ness.

• 5elps in 'i*ation o' i&eal stan&ar&s.

NOTE* As, separate 'inancial reports are not maintaine& 'or AM8, 'igures ha$e %een

ta-en 'rom the %alance sheet o' 6scorts

T-PES OF RATIO*"

(here is 'our t)pes o' ratio which is use& 'or calculating the 'irm 'inancial position

L'&'(a('o1 o8 Ra('o a1al+'

RATIO

ANAL-SIS

LIQUIDIT-

RATIO

PROFITABILIT-

RATIO

ACTI,IT-

RATIO

LE,ERAGE

RATIO


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t is &i''icult to &eci&e on the proper %asis o' comparison.

(he comparison is ren&ere& &i''icult %ecause o' &i''erences in situations o' two

companies or o' one compan) o$er )ears.

0rice le$el changes ma-e the interpretation o' ratios in$ali&.

(he &i''erences in the &e'inition o' items in the %alance sheet an& pro'it an& loss

account ma-e the interpretation o' ratios &i''icult.

(he results are %ase& on highl) summarie& in'ormation. onse4uentl), situations

that re4uire control might not %e apparent or situations that &o not want

signi'icant e''orts might %e unnecessaril) highlighte&.

L'$')'(+ Ra('o

Li4ui&it) ratios measure the a%ilit) o' the 'irm to meet its current o%ligations. t isnecessar) to stri-e a proper %alance %etween high li4ui&it) an& lac- o' li4ui&it). A high

&egree o' li4ui&it) means that a 'irmEs 'un& will %e unnecessaril) tie& up in current assets.

2hereas lac- o' li4ui&it), implies 'ailure o' a compan) to meet its o%ligations &ue to lac-

o' su''icient li4ui&it).

(he ratios, which are use& 'or the anal)sis o' 6scorts li4ui&it) position in this report, areF

urrent Ratio

Nuic- Ratio

LIQUIDIT-

RATIOS

9RR6( RA(7

Nuic- Ratio


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C$rre1( ra('o

urrent ratio is calculate& %) &i$i&ing current assets %) current lia%ilitiesF

urrent ratio O urrent Assets

urrent Lia%ilities

200!"0# 200#"0> 200>"200?

C$rre1( Ra('o. .0 2<

S':1'8'ca1ce*+ As a con$entional rule a current ratio o' : to 1 or more is consi&ere&

satis'actor) %ecause in a worse situation, e$en i' the $alue o' current assets %ecome hal',


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the 'irm will %e a%le to meet its o%ligation. urrent ratio re'ers to the margin o' sa'et) 'or

cre&itors there'ore higher the current ratio, the greater the margin o' sa'et).

Co&&e1(*+!rom the a%o$e ta%le it can %e interprete& that 6scortsE li4ui&it) position is

more or less constant .6scortsE current ratio has increase& 'rom 1.13 in :""=+"> to 1.3"H

in :"">+"? %ut has &ecrease& 'rom 1.3"H in :"">+"? to 1.:@H in :""?+".

Q$'c7 Ra('o

Nuic- ratio esta%lishes a relationship %etween 4uic- or li4ui& assets an& current

lia%ilities. An asset is li4ui& i' it can %e con$erte& into cash imme&iatel) or reasona%l)

soon without a loss o' $alue. n$entories are consi&ere& to %e less li4ui& there'ore 'or

calculating 4uic- ratio the) are &e&ucte& 'rom current assets.

Nuic- Ratio O urrent Assets – n$entor)

urrent Lia%ilities

"##$%#& "##&%#' "##'%#(

.ui/0 ratio #+(, ,+#*

#+-(


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S':1'8'ca1ce* 8enerall), the 4uic- ratio o' 1F1 is consi&ere& to %e satis'actor). Nuic-

ratio thus more rigorous test o' li4ui&it) than the current ratio an&, when use& together

with current ratio, it gi$es a %etter picture o' short term 'inancial position o' the 'irm.

Co&&e1(*+6scortsE 4uic- ratio in the current )ear has &ecrease& in comparison to

pre$ious )ear. Although 4uic- ratio is more penetrating test o' li4ui&it) than current ratio,

)et it shoul& %e use& cautiousl) as all &e%tors ma) not %e li4ui& an& cash ma) %e

imme&iatel) nee&e& to pa) operating e*penses.

Ac(''(+ Ra('o

Acti$it) Ratios are use& to e$aluate the e''icienc) with which the 'irm manages an&

utilies its assets. (hese ratios are also calle& turno$er ratios as the) in&icate the spee&

with which the 'irm manages an& utilies its assets.

Acti$it) ratios, which are use& to anal)e 6scorts e''ecti$eness in Asset utiliation, areF

n$entor) (urno$er

De%tor (urno$er

et Assets (urno$er

urrent Asset (urno$er

re&itor (urno$er


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I1e1(or+ T$r1oer

t in&icates the e''icienc) o' the 'irm in pro&ucing an& selling its pro&uct. t is calculate&

%) &i$i&ing Sales %) a$erage in$entor). n a manu'acturing compan) in$entor) o' 'inishe& goo&s is use& to calculate in$entor) turno$er.

n$entor) (urno$er O Sales

A$erage n$entor)

"##$%#& "##&%#' "##'%#(

In1entor2 turno1er ,#+,$ ,)+,# -+('

ACTI,IT-RATIOS

V6(7(; (9R7V6R

D6B(7R (9R7V6R

6( ASS6S( (9R7V6R

9RR6( ASS6S( (9R7V6R

R6D(7R (9R7V6R


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S':1'8'ca1ce*"

(his ratio in&icates whether or not the stoc- has %een e''icientl) utilise&. t shows the

spee& with which the stoc- is rotate& into sales. (he higher the ratio, the %etter it is, since

it in&icates that the stoc- is selling 4uic-l). n %usiness where stoc- turno$er is high

goo&s can %e sol& at low margin o' pro'it an& e$en then the pro'ita%ilit) can %e high.

Co&&e1(*

6scorts n$entor) turno$er ratio o' the compan) is goo& it means that there is proper

out'low o' the stoc- an& goo&s &o not remain in the go &own 'or a long time

De%(or T$r1oer Ra('o

De%torsE turno$er in&icates the num%er o' times &e%torsE turno$er each )ear. 5igher the

$alue o' De%tors turno$er, the more e''icient is the management o' cre&it. (he li4ui&it)

position o' the 'irm &epen&s on the 4ualit) o' the &e%tors to a great e*tent. (wo ratios

%eing use& in the report to anal)e li4ui&it) o' &e%tors areF

De%tors (urno$er

ollection 0erio&


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De%tors (urno$er O et cre&it sales

A$erage &e%tor

"##$%#& "##&%#' "##'%#(

e3tors turno1er #+"& #+), #+,&

Collec('o1 Per'o) O De%tors * no o' &a)s

8ross Sales

"##$%#& "##&%#' "##'%#(

Co44e/tion 5eriod *-+## &$+$# ''+,)

NOTE* For calc$la('1: (he collec('o1 3er'o)5 (he 1$&%er o8 )a+ hae %ee1 (a7e1

a .#! '1(ea) o8 .00


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S':1'8'ca1ceF (his ratio in&icates the spee& with which the amount is collecte& 'rom

&e%tors. (he higher the ratio, the %etter it is, since it in&icates that amount 'rom &e%tors is

%eing collecte& more 4uic-l). (he less the ris- 'rom %a& &e%t, an& so the lower the

e*penses o' collection an& increase in the li4ui&it) o' the 'irm

Co&&e1(* (he &e%tors turno$er ratio 'or the )ear :""?+" is .1> an& is lower than :"">+

"?. Li-ewise the collection perio& has also increase& which is not a goo& in&ication.

(he shorter the a$erage collection perio&, the %etter the 4ualit) o' &e%tors, since a short

collection perio& implies prompt pa)ments %) &e%tors. Although 6scorts has a ero &e%t

cre&it polic) %ut through channel 'inance 'acilit) %) means o' hun&i it is gi$ing cre&it up

to @" &a)s, comparing this with the a$erage collection perio&, its collection an& cre&it

e''icienc) appears to %e satis'actor).

A too low collection perio& is also not necessaril) 'a$ora%le as it ma) in&icate a $er)

restricti$e collection an& cre&it polic). Because o' the 'ear o' %a& &e%t loses the 'irm ma)

%e selling to those onl) whose 'inancial con&itions are un&ou%te&l) soun& an& who are

$er) prompt in ma-ing the pa)ment. Such a polic) succee&s in a$oi&ing the %a& &e%t

loses, %ut it curtails sales so se$erel) that o$erall pro'its are re&uce&.

Ne( Ae( T$r1oer Ra('o

A 'irmEs a%ilit) to pro&uce a large $olume o' sales 'or a gi$en amount o' net assets is the

most important aspect o' its operating per'ormance. 9nutilie& or un&erutilie& assets

increase the 'irmEs nee& 'or costl) 'inancing as well as e*penses 'or maintenance an&

up-eep. et assets turno$er is calculate& %) &i$i&ing sales %) net assets.

et assets turno$er O Sales

et Assets


42/76

"##$%#& "##&%#' "##'%#(

NAT ,+," ,+)* ,+""

S':1'8'ca1ce* (his ratio is o' particular importance in manu'acturing concerns where the

in$estment in assets is 4uite high. (his ratio re$eals how e''ecti$el) the assets are %eing

utilise&, compare& with pre$ious )ear.

Co&&e1(*+ 6scortsE net assets turno$er has increase& in :"">+"? %ut in :""?+" it show

&ecrease in compare to pre$ious )ear. (he net assets turno$er o' 1.:: implies that it is

pro&ucing Rs. 1.:: sales 'or one rupee o' capital emplo)e&.


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t shoul& %e interprete& cautiousl) %ecause the &enominator o' the ratio inclu&es 'i*e&

assets net o' &epreciation. (hus ol& assets with lower %oo- $alue ma) create a mislea&ing

impression o' high turno$er without an) impro$ement in sales.

C$rre1( Ae( a1) 1e( or7'1: ca3'(al ($r1oer ra('o

(his ratio shows the e''icienc) with which the 'irm is utiliing its current assets.

urrent Assets (urno$er O Sales

urrent Assets

"##$%#& "##&%#' "##'%#(

Current assets turno1er ratio "+$' "+&" "+)$


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No(e *" Lo1e a1) a)a1ce are 1o( (a7'1: he1 e calc$la(e c$rre1( ae(

Ne( or7'1: ca3'(al ($r1oer ra('o Sale Ne( Wor7'1: Ca3'(al

"##$%#& "##&%#' "##'%"##(

Net 6or0in7 /a5ita4 turno1er ratio ,)+## ,,+,- ,#+$,

Co&&e1(F+nterpreting the reciprocals o' these ratios 6scorts nee& Rs "."@= in$estments

in current assets 'or generating a sale o' one rupee.

n case o' wor-ing capital turno$er 6scorts has signi'icantl) impro$e&. t nee&s Rs "."@=

o' net current assets 'or generating sale o' one rupee which has increase 'rom Rs "."@ in

:"">+"?.

Cre)'(or ($r1oer ra('o


45/76

re&itors turno$er O et cre&it purchase

A$erage re&itors

"##$%#& "##&%#' "##'%#(

C+T #+)' #+$"#+*&

COMMENT* Ecor( cre)'( ($r1oer ra('o ' '1 '1creae '1 200#"0> a co&3are (o

3re'o$ +ear h'ch ' :oo) 8or (he co&3a1+ Beca$e '1 (h' +ear (he ('&e 3er'o)

o8 3a+&e1( ' :rea(er %$( (he ra('o ' :o'1: (o )ecreae '1 200>"0? a co&3are (o

3re'o$ +ear


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Pro8'(a%'l'(+ Ra('o

A compan) shoul& earn pro'its to sur$i$e an& grow o$er a long perio& o' time. 0ro'it is

the measurement o' the e''icienc) o' the %usiness.

8enerall) there are two t)pes o' pro'ita%ilit) ratios calculate&F

• 0ro'ita%ilit) in relation to sales.

• 0ro'ita%ilit) in relation to in$estment.

0ro'ita%ilit) ratios, which are use& to anal)e 6scorts pro'ita%ilit), areF

8ross 0ro'it Ratio

et 0ro'it Ratio

7perating pro'it Ratio

Return 7n 64uit)

Rate o' Return

0R7!(ABL(; RA(7

8R7SS 0R7!( RA(7

6( 0R7!( RA(7

706RA(8 0R7!( RA(7

R6(9R 7 6N9(;

RA(6 7! R6(9R


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GROSS PROFIT RATIO*

8ross margin, 8ross pro'it margin or 8ross 0ro'it Rate can %e &e'ine& as the amount o'

contri%ution to the %usiness enterprise, a'ter pa)ing 'or &irect+'i*e& an& &irect+$aria%le

unit costs, re4uire& to co$er o$erhea&s C'i*e& commitments an& pro$i&e a %u''er 'or

un-nown items. t e*presses the relationship %etween gross pro'it an& sales re$enue.

(he ratio shows the relationship %etween gross pro'it an& sales.

8ross 0ro'it

8ross 0ro'it Ratio O P 1""

et Sales

et Sales O Sales – Sales Return

"##$%#& "##&%#' "##'%#(

G!R ,* ,"+(& ,$+'#

http://en.wikipedia.org/wiki/Gross_profithttp://en.wikipedia.org/wiki/Revenuehttp://en.wikipedia.org/wiki/Gross_profithttp://en.wikipedia.org/wiki/Revenue


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S':1'8'ca1ceF (his ratio measures the margin o' pro'it a$aila%le in on sales. o i&eal

stan&ar& is 'i*e& 'or this ratio, %ut it shoul& %e a&e4uate enough to meet not onl)

operating e*penses %ut also to pro$i&e 'or &epreciation, interest on loans, &i$i&en&s an&

creation o' reser$e.

Co&&e1(F+ As the 'igure constitute that the 8ross pro'it o' the compan) is continuousl)

increases which is $er) signi'icant result %ut still compan) ha$e to 'in& out new wa) to

increase there pro'it

Ne( Pro8'( Ra('o*

0ro'it margin, net margin, net pro'it margin or net pro'it ratio all re'er to a measure o'

pro'ita%ilit). t is calculate& %) 'in&ing the net pro'it as a percentage o' the re$enue.

et 0ro'it

Ca et 0ro'it Ratio O P 1""

et Sales

200!"0# 200#"0> 200>"0?

NPR 0? "0. 0#0

http://en.wikipedia.org/wiki/Profit_(accounting)http://en.wikipedia.org/wiki/Net_profithttp://en.wikipedia.org/wiki/Revenuehttp://en.wikipedia.org/wiki/Profit_(accounting)http://en.wikipedia.org/wiki/Net_profithttp://en.wikipedia.org/wiki/Revenue


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S':1'8'ca1ceF+ (he pro'it margin is mostl) use& 'or internal comparison. t is &i''icult to

accuratel) compare the net pro'it ratio 'or &i''erent entities. A low pro'it margin in&icates

a low margin o' sa'et)F higher ris- that a &ecline in sales will erase pro'its an& result in a

net loss.

Co&&e1(F+6scorts net pro'it is negati$e in :"">+"? %ut in :""?+" it is .>".(he ratio in

the current )ear is 4uite signi'icance

706RA(8 0R7!( RA(7F

n %usiness, operating margin, operating income margin, operating pro'it margin or return

on sales CR7S is the ratio o' operating income &i$i&e& %) net sales, usuall) presente& in

percent

7perating et 0ro'it

7perating 0ro'it Ratio O P1""

et Sales

7perating net pro'it O net pro'itQ non operating e*penses+non operating income

200!"0# 200#"0> 200>"0?

OPR .! 000> !>

http://en.wikipedia.org/wiki/Businesshttp://en.wikipedia.org/wiki/Operating_incomehttp://en.wikipedia.org/wiki/Revenuehttp://en.wikipedia.org/wiki/Businesshttp://en.wikipedia.org/wiki/Operating_incomehttp://en.wikipedia.org/wiki/Revenue


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RETURN ON EQUIT- 4ROE6*

64uit) sharehol&ers o' a compan) are more intereste& in -nowing the earning capacit) o'

their 'un&s in the %usiness. As such, this ratio measures the pro'ita%ilit) o' the 'un&s

%elonging to the e4uit) sharehol&ers. Since the pro'it a$aila%le to e4uit) sharehol&ers will

%e the pro'it le't a'ter pa)ment o' interest, ta*es an& &i$i&en& on pre'erence share capital.

et pro'it a'ter interest, ta* an 0re'erence &i$i&en&

Return on 64uit) Sharehol&erEs !un&s

O P1""

64uit) Sharehol&erEs !un&

For e:.F et worth O1crore

Loan 1"HO3" lac-s

(a* rate O3"H

Share O1 lac-s

0ro'it O1" lac-s C%e'ore interest an& ta*


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0ro'it a'ter interest %ut %e'ore ta* O1" lac-s+ 3 lac-sO? lac-s

0ro'it a'ter ta* O?lac-s+ :.1"lac-sO"0?

ROESFR ?> "0!? 0


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Ra(e o8 re($r1*

n 'inance, rate o' return CR7R, also -nown as return on in$estment CR7, rate o' pro'it

or sometimes #ust return, is the ratio o' mone) gaine& or lost Cwhether realie& or

unrealie& on an in$estment relati$e to the amount o' mone) in$este&. (he amount o'mone) gaine& or lost ma) %e re'erre& to as interest, pro'itloss, gainloss, or net

incomeloss. (he mone) in$este& ma) %e re'erre& to as the asset, capital, principal, or the

cost %asis o' the in$estment. R7 is usuall) e*presse& as a percentage rather than a

'raction

0ro'it %e'ore ta*, interest an& &i$i&en&s on in$estment

O P1"" et 2orth

0ro'it %e'ore interest, ta* an& &i$i&en& O 0ro'it a'ter interest %ut %e'ore ta* Q interest pai&

+ interest income

200!"0# 200#"0> 200>"0?

ROR >2 =# #?2

http://en.wikipedia.org/wiki/Financehttp://en.wikipedia.org/wiki/Moneyhttp://en.wikipedia.org/wiki/Investmenthttp://en.wikipedia.org/wiki/Interesthttp://en.wikipedia.org/wiki/Profit_(accounting)http://en.wikipedia.org/wiki/Assethttp://en.wikipedia.org/wiki/Capital_(economics)http://en.wikipedia.org/wiki/Debthttp://en.wikipedia.org/wiki/Cost_basishttp://en.wikipedia.org/wiki/Financehttp://en.wikipedia.org/wiki/Moneyhttp://en.wikipedia.org/wiki/Investmenthttp://en.wikipedia.org/wiki/Interesthttp://en.wikipedia.org/wiki/Profit_(accounting)http://en.wikipedia.org/wiki/Assethttp://en.wikipedia.org/wiki/Capital_(economics)http://en.wikipedia.org/wiki/Debthttp://en.wikipedia.org/wiki/Cost_basis


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S':1'8'ca1ce* (his ratio helps in ta-ing &ecisions regar&ing capital in$estment in the new

pro#ects. (he new pro#ects will %e commence& onl) i' the rate o' return on capital

emplo)e& net worth in such pro#ects is e*pecte& to %e more than the rate o' %orrowings.

Co&&e1(F (he rate o' return o' 6scorts is increase current )ear in compare to pre$ious

)ear which is signi'icance.

LE,ERAGE RATIOS

Long term cre&itors li-e the &e%entures hol&ersG 'inancial institutions etc. are intereste& in

the 'irmEs long+term 'inancial strength. (hese ratios are calculate& to assess the a%ilit) o'

the 'irm to meet its long+term lia%ilit) as an& when the) %ecome &ue.

(o #u&ge the 'inancial position o' the 'irm, 8'1a1c'al leera:e, or ca3'(al (r$c($re ra('o

are calculate&. (hese ratios in&icate mi* o' 'un&s pro$i&e& %) owners an& len&ers.

Le$erage ratio 'or 'in& the long term lia%ilit) o' 6scorts areF

De%t –64uit) Ratio

De%t to total 'un& ratio

0roprietar) ratio

LE,ERAGE

RATIO

0R70R6(AR;

RA(7

D6B( 69(;

RA(7

D6B( (7 (7(AL!9D RA(7


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DEBT"EQUIT- RATIO*

Se$eral &e%t ratios ma) %e use& to anal)se the long term sol$enc) o' the 'irm. (he 'irm

ma) %e intereste& in -nowing the portion o' the interest+%earing &e%t Calso calle& 'un&ing

&e%t in the capital structure. t in&icates the proportion o' 'un&s which are ac4uire& %)

long term %orrowing in comparison to sharehol&ers 'un&s.

De%t Long (erm Loan

De%t 64uit) Ratio O 7R

64uit) Sharehol&erEs !un&s

Long+term LoansF + De%entures Q Mortgage Loans Q Ban- LoanQ Loan 'rom !inancial

nstitutions an& 0u%lic Deposits.

Sharehol&ers !un&sF + 64uit) Share apital Q 0re'erence Share apital Q Share 0remium

Q 8eneral Reser$es Q apital Reser$es Q re&it Balance o' 0ro'it an& Loss Accounts an&

Accumulate& Losses an& !ictitious Assets are &e&ucte&.

-ear 200!"0# 200#"0> 200>"0?

De%( E$'(+ Ra('o 0#0 0=2 0.


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S':1'8'ca1ce* (he normall) accepte& &e%t e4uit) ratio is :F1. ' this ratio is higher than

:F1, it means that long term %orrowing is more than twice in comparison to 'un&s to

pro$i&e %) owners an& it will in&icate a ris-) 'inancial position.

Co&&e1(F+As we can see that the 'irm &e%t+e4uit) ratio is continuousl) &ecrease so we

can sa) that the 'irm 'inancial position is goo& to a) itEs long term &e%t

DEBT TO TOTAL FUNDS RATIO

(his ratio e*presses the relationship %etween long term &e%t an& sharehol&erEs 'un&. t

in&icates the proportion o' 'un&s which are ac4uire& %) long term %orrowings in

comparison to sharehol&erEs 'un&s. (his ratio is calculate& to assess the a%ilit) o' the 'irm

to meet its long term lia%ilities

De%t Long term loans

7r

De%t to total 'un&s Ratio O

De%t Q 64uit) Long term loans Q Sharehol&erEs !un&

Lo1: Ter& Loa1 O De%entures Q Mortgage Loans Q Ban- Loans Q Loan 'rom

!inancial nstitutions Q 0u%lic Deposits.

Sharehol)er 8$1) O 64uit) Share apital Q 0re'erence Share apital Q Share 0remium

Q 8eneral Reser$e Q apital Reser$e Q 7ther Reser$es Q re&it Balance o' 0L account +

Accumulate& Losses +!ictitious Assets + De%it %alance o' 0L account.

FOR EG.O long term loanO 1 lac-

Share hol&er 'un&O: lac-

De%t 64uit) ratioO .33

Or


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Long term loan O : lac-

Share hol&er 'un& O 1 lac-

De%t e4uit) ratioO .>>>

-ear 200!"0# 200#"0> 200>"0?

De%( To To(al

F$1) Ra('o

0#! 0>= 0>#

S':1'8'ca1ce* " De%t to total 'un&s ratios o' ".>?F1 Cor >?H is consi&ere& satis'actor). A

higher ratio than this is generall) consi&ere& as the in&icator o' ris-. Because it means

that the 'irm &epen&s too much on outsi&es loans 'or the e*istence. An) with&rawal o'

'un&s %) the len&ers will put the compan) in &i''iculties.

ommentF De%t+64uit) ratio o' 6scorts is going to increase which is not satis'actor).

!rom the a%o$e e*ample we can sa) that the &e%t e4uit) ratio is less than in compare to

pre$ious )ear .this graph shows that the long term loan is greater than the share hol&er

'un& which is not goo& 'or the compan).


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PROPRIETOR- RATIO*

(his ratio in&icates the proportion o' total 'un&s pro$i&e& %) owners or sharehol&ers.

64uit) Sharehol&erEs !un&s

0roprietar) Ratio O or

De%t Q 64uit) Sharehol&erEs !un&s Q Long+(erm loans

-ear 200!"0# 200#"0> 200>"0?

Pro3r'e(ar+ Ra('o 0=0 0=2 02<

S':1'8'ca1ce* " (he ratio shoul& %e 33H or more that that. A higher proprietar) ratio is

generall) treate& as an in&icator o' soun& 'inancial position 'rom long term point o' $iew.

Because it means that 'irm is less &epen&ent on e*ternal sources o' 'inance. 7n the other


58/76

han& lower the ratio, the less secure& are the long term loans an& the 'ace the ris- o'

losing their mone).

O%9ec('e5 Sco3e l'&'(a('o1 o8 (he ($)+

OBJECTI,ES

(he o%#ecti$e o' the pro#ect is to 'in& out the perception o' the single c)lin&er

tractor.

(o -nown a%out the pro%lems 'ace& %) the customers.

s !ARM(65 which is a &ou%le c)lin&er tractor is a%le to compete with the

single c)lin&er tractors.

SCOPE

(he scope o' this pro#ect is $er) important, as the compan) must -now a%out the

customerEs perception, what are the implementations o' a single c)lin&er tractor

accor&ing to the tractor owners. An& what are the &eman& &ri$ers an& the 'actors which

are reall) in'luencing a %u)erEs &ecision at the time o' %u)ing a single c)lin&er tractor.

RATINALE


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(he rationale %ehin& wor-ing on this pro#ect is on interest to wor- in the 'iel& o' mar-et

research an& to -nowing the important process o' launching the new pro&uct in the

mar-etG impro$es m) -nowle&ge %ase as well as groom m) s-ills. ha$e come to -now

that -nowing the 0erception is a signi'icant aspect o' the new pro&uct &e$elopment .

Research Metho&olog)

1. 7B6(V6 7! (56 R6S6AR5


60/76

• 5ow the consumers percei$e the %ran& Ree%o- $is+T+$is competitors.

• Do the comparati$e anal)sis o' Ree%o- with competiti$e %ran&s on

certain attri%utes.

• (o -now the similarities an& &issimilarities %etween the $arious %ran&s

un&er consi&eration.

• (o ma-e a multi+&imensional perceptual map 'or the %ran&s un&er

consi&eration.

• (o gauge the store image o' Ree%o- $is+a+$is

competitors.

• (o -now the e''ecti$eness o' Ree%o- a&$ertising

2 LITERATURE SUR,E-

An e*tensi$e literature sur$e) is &one to gather.

• n'ormation relate& to the %ran& through %rochures, $isiting the manu'acturing

unit at aurangpur.

• n'ormation on %ran& position

• n'ormation regar&ing $arious tools to %e use& to measure attitu&es / anal)se the

collecte& &ata


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• n'ormation a%out our competitorsU

R6S6AR5 D6S8

Due care is ta-en to ensure minimum %ias / ma*imum relia%ilit) .

Reearch

Research is a scienti'ic an& s)stematic stu&) 'or pertinent in'ormation on a speci'ic topic.

Research in common parlance re'ers to search 'or -nowle&ge t is the pursuit o' truth

with the help o' stu&), o%ser$ation, comparison an& e*periment. n short, search 'or -nowle&ge through o%#ecti$e an& s)stematic metho& o' 'in&ing solution o' the pro%lem is

research.

Reearch Me(ho)

Research metho&s ma) %e un&erstoo& as all those metho&s techni4ues that are use& 'or

con&uction o' research.

Reearch Me(ho)olo:+

Research Metho&olog) is not onl) the application o' the research metho&s %ut also the

comparison o' the logic %ehin& the metho&s that is %eing use& in this conte*t o' research

stu&) an& e*plain wh) particulars metho&s or techni4ues are use& an& wh) others are not

%eing use&. Research metho&olog) is a wa) to s)stematicall) sol$e the research pro%lem.

n this $arious steps that are generall) a&opte& %) a researcher in stu&)ing his research

pro%lem along with the logic %ehin& them are stu&ie& in or&er to ha$e a clear $iew o' the

stu&).


62/76

(he present stu&) is %ase& upon the Descripti$e cum 6*plorator) metho& o' research to

in$estigate proce&ures at micro le$el. As the stu&) is anal)ing / pro%ing in nature, thus,

it is almost entirel) %ase& on the primar) &ata generate& through 4uestionnaires an&

o%ser$ations. (o support 'urther secon&ar) &ata was also collect& 'rom organiational

recor&s / &ocuments, compan) reports an& %oo-s.W

(his chapter has %een &i$i&e& into 'i$e sections as 'ollows F+

• Research Design

• ollection o' &ata

• 9ni$erse an& sur$e) population

• Sample

• Anal)sis pattern


63/76

Reearch De':1

ollection o' Data

Research Design

9ni$erse an& Sur$a)

0opulation

Sample

Anal)sis 0attern


64/76

A research &esign is the arrangement o' con&ition 'or collection an& anal)sis o' &ata in

manner that aims to com%ine rele$ance to the research purpose with econom) in

proce&ure.W n 'act, the research &esign is the conceptual structure within which research

is con&ucte& . t constitutes the %lueprint 'or the collection, measurement an& anal)sis o'

the &ata. 9ni$erse / sur$e) population, sampling, anal)sis pattern all are the &i''erent

parts o' this structure.

(he present stu&) is Decr'3('e as well as E3lora(or+ stu&) %ecause the pro#ect is

%ase& on the in'ormation collecte& 'rom the stu&) o' &ealerEs perception 'or the pro&ucts

o' the 'irm, which is 'urther utilie& 'or the anal)sis o' the &ata. (hen the comprehensi$e

anal)sis is &one an& e''orts are %eing ma&e to e*plore the new insights into the pro%lem,

so that suggestions 'or the 'urther impro$ement o' the s)stem can %e suggeste&.

Da(a Collec('o1F

Data collection is the most critical part o' an) Research 0ro#ect. (his is the process o' i&enti')ing the suita%le an& rele$ant sources o' &ata an& than collecting the &ata 'rom

$arious selecte& sources, so that the collecte& &ata can %e utilie& 'or the 'urther progress

o' the stu&), %ecause collecte& &ata is anal)e& an& interprete& in or&er to 'in& out the

$alua%le 'in&ings.

n the present stu&) %oth t)pe o' &ata+ 0rimar) as well as secon&ar) are use&. But a

massi$e part o' the &ata was collecte& through primar) &ata. (he main sources 'rom

which the &ata was selecte& can %e outline& as 'ollowsF

Pr'&ar+ o$rce*


65/76

O%era('o1* B) o%ser$ation metho& &ata is collecte&. 2hile wor-ing on the pro#ect

relate& to Mar-et Anal)sis were o%ser$e& an& this &ata was then 'urther utilie& 'or the

anal)sis an& interpretation.

2 Q$e('o11a're* Nuestionnaires were use& to measure the s)stem e''ecti$eness %)

getting them 'ille& %) the &ealers o' the pro&ucts manu'acture& %) the organiation. (he

4uestionnaire constitute& XX 4uestions. Dealers were as-e& to 'ill up the 4uestionnaires

as per their e*periences a%out pro&ucts o' compan).

Seco1)ar+ Da(a So$rce*

1. Recor)* !or the comprehensi$e &ata collection $arious recor&s relate& to the su%#ect

o' stu&) were use&.

:. Boo7F Some use'ul %oo-s were also use& in the stu&) 'or the purpose o' ha$ing a

per'ect %len& o' rele$ant theoretical an& practical aspects.

3. We%'(eF 2e%sites relate& to the su%#ect o' the stu&) were also re'erre& 'or the 'urther

&ata collection.

SAMPLE DESIGN

TARGET POPULATION * Males / !emales a%o$e 1> )rs. 7' age in Delhi region

&uring the month o' an+!e%.:""3

Sample Sie F ?=


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Strati'ie& ran&om sampling is &one to ensure relia%ilit) / minimie %ias.

(he population is strati'ie& w.r.t. income.

ncome strata

Less than Rs.1="""

L)ing %etween Rs.1=""" to Rs.:="""

Rs.2!000 a1) a%oe

FORMULATING ATHE QUESTIOINNAIRE

• /ee3'1: '1 &'1) (he o%9ec('e o8 (he reearch ar'o$ $e('o1 hae %ee1

8or&$la(e)

• The $e('o11a're 8ra&e) ha %ee1 )'')e) '1(o (o 3ar( 7ee3'1: '1(o

co1')era('o1 (he lac7 o8 ('&e aa'la%le '(h (he re3o1)e1( a( (he &ar7e(

3lace here (he $re+ ha %ee1 co1)$c(e)5 a1) (he 1$&%er o8 a((r'%$(e (o

%e &ea$re)

PREPARATION OF THE REPORT


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DATA COLLECTION

METHODS *

Q$e('o11a're &e(ho)

2 Pero1al '1(er'e

SOURCES OF INFORMATION

3r'&ar+ o$rce

2 co1$&er $re+

. Seco1)ar+ o$rce

= B$'1e I1)'a

! B$'1e (o)a+

# B$'1e orl)

> Jo$r1al '1 (he co&3a1

FINDINGS OF THE STUD-

Single c)lin&er mar-et is &ominate& %) eicher :


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Mahin&ra an& Mahin&ra the lea&ing tractor manu'acturer has not 'in& an) place

in the single c)lin&er segment. (he other two lea&ing companies i.e (a'') an& 6scorts ha$e not )et launche&

their tractor in this segment.

(he sales o' tractor are &epen&ent mainl) on the acti$eness o' sales person. Rural people are not much aware an& %othere& a%out %ran&s.

0eople generall) loo- at their close relati$e 'or %u)ing.

CONCLUSION SUGGESTIONS

(he summer training has gi$en me the opportunit) to learn a%out the corporate worl&. t

has surel) ma&e a per'ect %alance %etween the theoretical an& practicle aspect o' this

course. t ga$e me an opportunit) to wor- in the rural sctor which was not e*plore& much

in the theories.

(he #o% that was gi$en to me the to con&uct a mar-et research on the growth opportunit)

o' the single c)lin&er tractorW, which was success'ull) complete& &uring the tenureo' m)

summer training.

(his pro#ect also helpe& me to wor- 'or achie$ing the targets. (his target which was

gi$en to me &uring the summer training was achie$e& the perio& &uring m) summer

training.


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RECOMMENDATIONS

reating awareness among the customer is must.

t shoul& gi$e more emphasis on the sales promotion.

8oo& 'inancial scheme can also increase the sell.

Dealers shoul& %e gi$en some a&$antage on selling o' M0(

!uel e''icienc) shoul& %e increase&.

t shoul& %e con$erte& into a single c)lin&er tractor.

t shoul& ma-e its e*isting customer satis'ie&.

0roper accessories shoul& %e pro$i&e& to the customer.


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QUESTIONNAIRE

8reetings. am......... !rom .......... 2e meet tractor owners 'rom time to time to

un&erstan& the issues 'ace& %) owners an& how the %etterment can %e %rought a%out.

will appreciate i' )ou coul& please cooperate me in repl)ing 'ollowing 4uestions.

N1. Di& )ou own a tractor prior purchase to )our present tractorY

1.;es :.o

N:. an )ou please tell me which was )our earlier tractor mo&elY

Ca Ma-e C%Mo&el


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Cc50 C& ;ear

N3.2hat &i& )ou &o with )our ol& mo&elY

CaSol& it Cother than &ealer

C% (ra&e+in

Cc Still posses the tractor

C& 7ther.....

N. Single c)lin&er tractor consumes

a Low maintains cost o' single c)lin&er

% !or less lan& hol&ings

c 7ther reasons.............


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BIBLIOGRAPH-


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Worl) W')e We%

www.escortsagri.com

www.mahin&ra.com

www.%usiness'inancemag.com

www.gtnews.com

www.in$estope&ia.com

www.planware.comwww.icrain&ia.com

www.m)iris.comsharecompan)

www.contentlin-s.asiancerc.coms%icapmar-et.asp

www.wi-ipe&ia.com

Ar('cle o(her (ha1 We%

MS reports o' 6scorts

http://www.escortsagri.com/http://www.mahindra.com/http://www.businessfinancemag.com/http://www.gtnews.com/http://www.investopedia.com/http://www.planware.com/http://www.icraindia.com/http://www.myiris.com/share/companyhttp://www.contentlinks.asiancerc.com/sbicap/market.asphttp://www.wikipedia.com/http://www.escortsagri.com/http://www.mahindra.com/http://www.businessfinancemag.com/http://www.gtnews.com/http://www.investopedia.com/http://www.planware.com/http://www.icraindia.com/http://www.myiris.com/share/companyhttp://www.contentlinks.asiancerc.com/sbicap/market.asphttp://www.wikipedia.com/


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ratio analysismba escorts project

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