neets project v guard 9048549088

V –GUARD INDUSTRIES LTD

1.1INTRODUCTION TO THE STUDY

Organisational study is done in order for the purpose of acquiring

practical knowledge of working and functioning of the company. It shows

how the different departments in an organisation work and wins as a single

unit. V guard industries was a company which has created a niche for

itself and has been nurtured by quality consciousness, passion for hard

work and will to succeed.

The organisational study was undertaken mainly to study the department

functions of V-Guard Industries ltd. Established in the year 1977, from the

vision of one man, Kochouseph Chittilappilly. V-Guard is nurtured by quality

consciousness, passion for hard work and the will to succeed. V-Guard’s

product range deals into various ranges of products which cater the

requirements of consumer durable industry, agriculture and construction

sectors of the country. V-Guard with its diversified products has a strong

distribution and marketing channel in small towns across India, which helps in

tapping the rural and the interior market.

The growth of all the products which the company is dealing is closely linked

to the economic development of the country. Our country is thriving to

progress further and aims to convert her as a developed nation. To attain this

objective, the development of all the core sectors like infrastructure, power,

construction, automobiles, consumer durables, etc. is essential and this in turn

is expected to augment the growth of the corporate sector of the country as a

whole. As the economy is growing in a faster manner, the disposable income of

the people are also increasing and most of the population is brought under the

spectrum for spending for housing and white goods. Importantly, the

aspiration to own luxury goods is also seen increasing and this has resulted in a

revolution for consumer durables. The company is confident of capitalizing all

these factors and increasing its market presence across the country with focus

on penetrating the rural markets. Importance is given to maintain the quality of

the products and make improvements, wherever the same is required.

IMK ADOOR


1.2 OBJECTIVES

1. To study about the functions of various departments and hierarchy

of the organisation.

2. To know about the capital requirements, financial requirements,

technical know- how, plant machineries, raw materials.

3. To conduct swot analysis of the industry

4. To look after employees welfare.

1.3 METHODOLOGY

Research methodology is a systematic analysis of a problem and reach a

conclusion. It may be understood as a science of studying how research is

done scientifically. The study is done through collecting primary data and

secondary data.

1. PRIMARY DATA

Primary data are those data which are directly collected or which are

the first hand data. Primary data are accurate and reliable. These

data’s are collected by interaction of staffs, consumers, interviewing

managers.

Primary data are collected by direct interview with department

heads.

2. SECONDARY DATA

Secondary data are those which have been collected by some other

person for his purpose. They are usually in shape of finished

products. Secondary data consist of catalogue, manuals, magazine,

annual reports, and internets. Secondary data are collected by

Annual reports of V guard industries ltd

Periodical , books published by the company.

Official websites of v guard

IMK ADOOR


1.4 PERIOD OF THE STUDY

The organisational study at v-guard industries was carried out for a period

of 25th July 2011 to 7th August 2011.

1.5 SCOPE OF THE STUDY

This organisational study aims at generating practical awareness of the

functions and management of v guard .this study provide a general

understanding of the organisation its culture, department and various

business activities. It brings an industrial exposure

1.6 LIMITATIONS

Limited time schedule for study

Busy work schedules of the employees forced to depend on

secondary data.

1.7 CHAPTERISATION

The whole project is divided into following parts. They are:

Chapter 1- Introduction

It includes objectives of the study, scope of the study. Methodology of data

collection and limitations of the study.

Chapter 2- Industry profile

This chapter deals with profile of the industry.

Chapter 3- Company profile

Company profile include profile if the company, history of the firm and product

profile.

Chapter 4- Department study

IMK ADOOR


It describes structure of the organisation and different department and

their functions.

Chapter 5- Environment analysis

5.1 Swot analysis

This chapter contains the details regarding the firm strength, weakness,

opportunity and threat.

5.2 Porter Five force model

It contains the competitive analysis of the firm

Chapter 7

It deals with findings , suggestions and conclusion

IMK ADOOR


2.1INTRODUCTION TO INDUSTRY PROFILE

Like every other industrial sector in India , the Indian electronic industry

too is slowly emerging from out of its “ protective cover” .for far too long

has Indian industry remained shackled and consequently inward

looking .Over the past fifty years there was no exposure to global players

and competition , with the result that the industry grew up in a sheltered

environment , each of these interventions was aimed at securing protection

for oneself and ensuring growth of one’s own organisation at the cost of

industry and nation at large . Lack of global competition encouraged a

“cost plus” approach, where every conceivable cost increase was passed

on to the customer .There was thus no motivation to reduce cost.

Since last decade India has witnessed what global players have achieved

and what they are capable of achieving .We are becoming aware of

competition on our turf. In this scenario, every company complains of

increases competition, lower order books and shrinking margins The Indian

electrical / electronic industry is of course further besieged by the fact that

there is a dearth of business on account of lack of investment in the power

infrastructure.

2.2GLOBAL SCENARIO

There is a sizeable potential market for voltage regulators in Asia, South

America, Africa and the Middle East since their electrical generations and

distribution infrastructure is still nascent. While fluctuation in supply

voltage in the United States is about 5 percent, it is around 20 percent in

Mexico and South America and 10 to 15 percent in developing nations of

Asia. Such fluctuations are very damaging, especially because most

applications connected to the supply have many electric components

Countries that lack a basic national power infrastructure generate power for

individual establishments on a small scale using crude facilities. Such

IMK ADOOR


plants, especially the ones located near mines and oil wells, have

substantial need for voltage regulation .The drive to modernize industrial

and telecommunications systems in developing countries has to be backed

with investments in voltage regulators to protect the equipment and extend

their lives.

While customers readily invest in uninterruptible power supply (UPS)

systems to safeguard against black outs, they seldom feel the need to install

voltage regulators because of the invisibility of power fluctuations .This

mind set has to be remedied by emphasizing the importance of controlling

fluctuations to prevent damage to loads connected to the supply . Greater

customer advances about advantages of each voltage regulating technology

and the applications they are suited for can also drive demand.

2.3 INDIAN SCENARIO

Voltage stabilizer are considered to be a necessity in most parts of India to

protect consumer appliances like TV, refrigerators, air conditioners etc as

many regions in India face problem of poor quality power supply

fluctuation & high voltage. Though some models of these appliances are

sold with built in stabilizer, many consumers still prefer to employ

stabilizer for complete protection.

The total market size for the consumer durables market is about Rs 13600

crore in which CTV is the largest contributor in this segment and the

market has been estimated at 15.15 million units in the year 2009-2010

(Source: IMRB international survey – august 2007)

The consumer durable sector has witnessed an overall growth of 27.5%in

2009 compared to the corresponding previous year. The sectors which have

recorded excellent growth rates in terms of quantity produced are air

conditioners. Colour TV, and refrigerators which in turn lead to increase in

the growth rate of stabilizers in the market tremendously.

2.4 ENTRY INTO GARMENTS

IMK ADOOR


Chittilappilly's empowerment of trusted people to implement projects and run

them independently has been a management practice, which was stretched to his

wife Sheela. A garment unit was started and Sheela was fully delegated to run the

business. It was a bold decision to enter a diversified business activity.

Chittilappilly was confident that his wife with her skills in managing home, and

interest and involvement in social projects, could manage this garment unit. "It

was her own idea", Chittilappilly remembers with confidence. Chittilappilly was

confident that it was a business suited to her frame of mind. The confidence is

reinforced by the fact that this sector is growing upwardly with much scope for `

exports. However, Chittilappilly wanted the brand name to be delinked from V-

Guard. Therefore, the garment products were branded as "V Star". At present, the

unit sells ladies garments and has a turnover of approximately Rs. 10.5 crones

(2003-04). The garment was also outsourced as the management team had become

experienced in running business with complete out sourcing. At present, the unit

faces much competition from unorganized sector, which is virtually exempt from

tax burdens. However V Star's products are targeted towards the brand conscious

up segment consumers enabling the price to be higher than the unbranded

garments. V Star products are sold through selected outlets where choosy and

finicky women flock in.

2.5 REALIZATION OF A GREAT DREAM: THE THEME

PARK

Chittilappilly continuously exercised delegation to his trusted senior management

team consisting of Mr. Vijayan, the GM, Mr. Antony Sebastian, the DGM and

Mr. Jayaraj, the AGM, and others. A. major intention was to set apart his time for

creative conceptualization of new projects. Moreover, it enabled him to get out of

the monotony in mundane and routine operations for which his management team

is l lore thorough than Chittilappilly himself. It was his desire to do something

unconventional and different from his main stream of business activity. He used to

spend his leisure time in going to amusement parks than going for shopping. A

visit with his family to many such amusement parks in India and abroad created so

much passion for starting an amusement park in Cochin. He said a man to his

IMK ADOOR


desire not because of the 18 acres of beautiful land he possessed at Kakannad, the

suburb of Cochin, but because he wanted to be truly creative and unconventional

in his new endeavours. Moreover, he was confident that an amusement park of

this kind would generate rich cash inflow due to its attractiveness to a vast

majority of fun-loving Keralites. A market research by V-Guard team showed that

more than 50 % of the visitors to parks located in neighbouring Tamil Nadu are

Keralites. Chittilappilly's confidence was strengthened by the belief that this

project with its comparatively lesser portion of variable expense and at current

level of fixed cost can generate higher sales revenue and profit with reasonably

higher margin. Without a second thought, he conveyed his new idea to his

management team and separated a set of creative-minded subordinates for

exploring and exploiting this opportunity. Eighteen acres of land was added to the

existing property to convert the land into a beautiful landscape. The team was sent

to different amusement parks in India and abroad and they were energized to go

into action.

It took two years of meticulous planning and action for Chittilappilly's team to

open the floodgates of V-Guard amusement park to the public in 2000. While

selecting human resources for Veegaland, Chittilappilly was not particular not to

pick up anyone having previous experience in water theme parks, nor did he

choose an architect who had experience in designing theme parks. This was

because he was apprehensive of stereotyping and imitation, which would hamper

the creative and innovative culture that V-Guard team possessed. "A seasoned

architect wouldn't accept my ideas", Chittilappilly says. Therefore, a young and

dynamic architect was chosen for this Herculean task. Yet Chittilappilly confesses

that some premature ideas were implemented in the initial stage which had to be

rectified later. The visit to leading theme parks in India and abroad by the selected

empowered team and their experiential learning put tremendous confidence in the

team. Chittilappilly was only coordinating their visit and action plans. It is

amazing to note that even the food and beverage team intended to run the

restaurants and eat-outs in Veegaland were from V-Guard Itself. Attention to

every detail and precision and the hard labour of the team made a highly cherished

dream a reality. In 2005, Veegaland is completing its fifth year of operation.

IMK ADOOR


People visit Veegaland just like they go for religious pilgrimage. The beautiful

and clean ambience of Veegaland is a unique experience for the visitors. No

wonder many members of the maintenance staff are engaged in painting and

repainting the inside of the theme park to upkeep the fresh outlook. Although

school children constitute the major segment, Gulf malayalies are a niche segment

and brand ambassadors of Veegaland. These NRIs give good word of mouth

publicity for the theme park.Guard's strong dealer network helped very much in

promoting Veegaland in distant parts of Kerala and outside. A theme park like this

is affordable and matching with the life style of Keralites.

The investment in the park is comparably so high that the facilities, design,

service and amusement level are unmatchable. Hence, the investment has caused

entry barriers for other ambitious business groups to try their fortune in a theme

park. The scale and magnitude of visitors is very encouraging according to the

management team of Veegaland. In the peak months of March, April and May, the

number of visitors rises to as high as 5,000 per day. This unexpected boom in the

number of visitors necessitated major modification and expansion involving

doubling of the capital investment. With an entry fee of Rs. 3 50 on weekend days

and Rs. 280 on other days, and 2/3rd of that for children, it is good money that the

business brings. Even with a low figure of 500 visitors per day during lean season,

Veegaland was able to achieve a turnover of Rs.18.5 crore and a net profit of

around Rs. 5 crore in 2004. Even with a daily cost of Rs. 30,000 for electricity and

nearly 200 permanent staff, the management makes it a point not to shut the doors

for public even on day of leanest traffic.

Encouraged by the positive outcome and personal satisfaction, Chittilappilly

enjoys from this venture. Chittilappilly's vision stretched to Bangalore—making a

jewel in Bangalore, a water amusement park which is expected to be much more

attractive than the Vrindavan gardens. The project is underway at the outskirts of

Bangalore. As in the past, a team is cut out from V-Guard, and Veegaland now

headed by Chittilappilly's own Australian-educated engineer son and his wife. The

park is to be spread over a large span of 80 acres when it becomes fully

operational. It is comparable to the world-class theme parks. The investment cost

is Rs. 65 crore. Seventy-five percent of the financing is through loan.

IMK ADOOR


2.6 FACTORS GOVERNING THE GROWTH OF THE

INDUSTRY

Every industry thrives on some supporting factors . in this connection there

are few factors governing the growth of electrical and electronic industry:

Research and development played an important role to the

increased productivity and higher value added electrical and

electronic products.

Foreign investments accelerated growth in production and export

as well . to expand their business ,foreign companies have done

huge investments which lead developing countries in establishing

production units

Global industries like medical, telecommunications, industrial and

automotive industries have been cordially supported by electrical

and electronic industry.

Increase in income changed living standards of the common mass.

As a result , it increased in the demand of electronics especially

consumer electronics product globally

Asia pacific region is emerging as the most spinning place for the

consumer electronics industry, as the market remains still

unreached.

Innovation has played importantly in this industry .it led to a

consistent demand for newer and faster products and applications.

IMK ADOOR


3.1 INTRODUCTION TO COMPANY PROFILE

V GUARD industries being INDIA ‘S prestigious electronically and

manufacturing company was established in the year 1977 from the vision

of one man KOCHOUSEPH CHITTILAPPILLY. It plays a vital role for

the economic development of our country. Their untiring commitment for

performance, cutting edge technology, innovative design , dependable

service standards have lead to unrivalled product quality and trusted brand

image.

V GUARD ‘S product range deals into various ranges of products which

cater the requirements of consumer durable industry , agriculture and

construction sectors of the country. It has a strong distribution and

marketing channel in small towns across India, which helps in tapping the

rural and the interior market.

V-Guard Industries Limited is an India-based company. The Company

operates in three segments: electronics, which includes voltage stabilizers,

uninterruptible power supply (UPS) and digital home UPS;

electrical/electro mechanical products, which includes polyvinyl chloride

(PVC) insulated cables, pumps, water heaters, fans, LT power and control

cables, and others, which includes solar water heaters, gas water heaters,

water level controller and windmill energy. During the fiscal year ended

March 31, 2010 (fiscal 2010), the Company produced 310,403,260 meters

of PVC insulated cables; 2,888 kilometres of LT power and control cables;

18,000 solar water heaters, and 20,000 pumps.

Kochi, 28th May 2010: The Board of Directors of V-Guard Industries Limited,

the electronic and electrical major today considered and adopted the audited

financial results Company for the year ended 31st March, 2010.

Backed by a growth in the white goods and electronic and electrical segments, the

Company’s net profit surged by 46.85% to Rs.25.47 Crore for the year ended

31st March, 2010, from Rs.17.35 Crore for the last year.

IMK ADOOR


3.2HISTORY

The foundation of the business was laid with the formation of a Partnership

Concern viz. by their Promoter in the year1977 which was engaged in the business

of manufacturing and marketing voltage stabilizers under the brand name “V-

Guard”. In the year 1992, Premier Electronics, the partnership concern was

dissolved and Mr. Kochouseph Chittilappilly continued the business as a

proprietary concern. Also, in the year, 1985, Mr. Kochouseph Chittilappilly

started another proprietorship concern by the name of M/s Prompt India for

marketing of the products under the brand name of V-Guard. Subsequently, M/s

Prompt India changed its name to M/s V-Guard Industries. On February 12, 1996,

our Company was incorporated under the name of “V-Guard Industries Limited”

under the Companies Act, 1956, with the Registration No. 09-10010 of 1996

having its registered office at 44/1037, Little Flower Church Road, Kaloor ,

Cochin- 682017, Kerala, India .

With effect from 1st April, 1996, their company took over the business of the

proprietary concern i.e. M/sV-Guard Industries, on going concern basis for a lump

sum consideration of 234 lakhs and carried on

the business of the firm namely manufacturing and marketing of electronic and

electro mechanical appliances.

With effect from November 15, 2001 their Company was converted into a private

limited company and again got converted into a public limited company on

August 1, 2007 and received a fresh certificate of incorporation in the name of

“V-Guard Industries Limited”. Their Corporate Identity Number is

U31200KL1996PLC010010.

The company now has diversified into a multi-product company which now

manufactures and markets Electronic Voltage Stabilizers, Monobloc, Jet,

Submersible, Compressor pumps and Electric Motors, Insulated Electrical

Cables(House Wiring, Industrial), Electric Storage & Instant Water Heaters, Solar

Water Heaters, UPS, Electric Fans and is also in generation of Power in a small

way.

IMK ADOOR


3.3 MAJOR EVENTS AND BREAK THROUGH

1977 : Mr KOCHUSEPH CHITTILAPPILY set up premier electronics

with an investment of Rs 100000 and with just two employees.

Two refrigerator stabilizer were manufacture each day

1980 : Launched AC stabilizer

1982 : Started another unit called “Universal Electronics”

1983 : Started “supreme Electronics”

1986 : Started “prompt India” . Expanded operations outside Kerala by

opening of Tamil Nadu branch, followed by a branch in

Karnataka. Prompt India started

Marketing stabilizer in the name of v guard

1987 : Launched Servo-Controlled Stabilizers

1989 : Prompt India converted into ‘v guard industries’

1992 : Launched v guard pumps and started a new branch office in

Andhra pradesh

1996 : V- guard industries became a public limited company. Launched

V -guard Water heaters and wiring cables.

1997 : launched Aquatron, an electronic water level controller for

overhead water tanks

1998 : launched UPS

1999 :launched digital stabilizer and diversified into electric cables

business with V guard cable manufacturing unit at Coimbatore.

IMK ADOOR


2000 : turnover crosses INR 1000 Million mark

2001 : Launched compressor pumps. Company is converted into PVT

ltd for better manoeuvrability

2002 : launched v guard solar water heaters

2003 : solar water heater manufacturing unit and electro mechanical.

Works for manufacturing pumps in Coimbatore becomes

operational. branch office Started in Delhi

2005 : launched solar water heaters with evacuated glass tube

collected Technology.

2006 : launched v guard fans. Branch office in Bhubaneswar, Pune

and Hubli

2007 : new branch offices at Vijayawada. , Bhopal, kalaamb,

Vadodara, Kanpur, Nagpur, Raipur, Jamshedpur, Ludhiana,

and Jaipur. Turnover crossed INR 2400 million marks. V guard

industries became a public limitedcompany

2008 : Listed in BSE and NSE. launched inverters & LT cables, new

factories at Coimbatore & Kashipur established.

2009 : new LT cable factories at Kashipur and Coimbatore become

operational

2009 : opened manufacturing facility for water heaters and fan at

Kalaamb, HP

2010 : turnover crosses 4600 million marks

IMK ADOOR


3.4 KEY INDUSTRY REGULATIONS AND POLICIES

The relevant provisions of some of the regulations and policies applicable to us

are given below:

The Factories Act, 1948

The Factories Act has been enacted to consolidate and amend the law regulating

labour in factories. The Act aims at protecting human beings from being subjected

to unduly hours of bodily strain or manual labour. The Act provides that

employees should work in healthy and sanitary condition so far as the

manufacturing process will allow and that precautions should be taken for their

safety and the preventions of accidents.

The Contract (Regulation and Abolition) Act, 1970

The Act applies to every establishment in which 20 or more workmen are

employed or were employed on any day of the preceding 12 months as contract

labour and to every contractor who employs or who employed on any day of the

preceding 12 months 20 or more workmen.

The Environment (Protection) Act, 1986

The Act provides for protection and improvement of environment and for matters

connected therewith. The Act aims at prevention of hazards to human beings,

other living creatures, plants and property. Under the Act the Central Government

shall have the power to take all measures as it deems necessary or expedient for

the purpose of protecting and improving the quality of the environment and

preventing, controlling and abating environmental pollution.

The Central Excise Act, 1944

The Central Excise Act consolidates and amends the law relating to Central Duties

of Excise on goods manufactured or produced in India. Excisable goods under the

Act means goods specified in the Schedule to the Central Excise Tariff Act, 1985

as being subject to duty of excise .Under the Act a duty of excise is levied on all

excisable goods, which are produced or manufactured in India as, and at the rates,

set forth in the First Schedule to the Central Excise Tariff Act, 1985.

The Employees Provident Fund Act, 1952

The Act provides for the institution of Provident Funds, Pension Fund and

Deposit-Linked insurance fund for employees in Factories and other

IMK ADOOR


Establishments. The Act applies to (a) every establishment which is a factory

engaged in any industry specified in Schedule of the Act and in which 20 or more

persons are employed and (b) any other establishment which the Central

Government by Notification specify giving not less than two months’ notice of its

intention to do so in the Official Gazette. Effective from 01.06.2001, every

employee drawing wages and Dearness Allowance up to Rs. 6500/-per month will

become eligible for membership from the very first day of his joining the

establishment covered under the Act.

The Employees State Insurance Act, 1948

The object of the Employees State Insurance Act 1948 is to provide for certain

benefits to employees in case of sickness, maternity and employment injury and to

make provisions for certain other matters in relation thereto.. The woman

employees also need no longer fear that they would be dismissed or removed from

service in case they expect babies. Such female employees not only retain their

jobs but they get maternity benefits for a period of twelve week before and after

confinement.. Failure to fulfil those obligations exposes an employer to

prosecution.

The Payment of Gratuity Act, 1972

The payment of gratuity Act, 1972 was enacted to introduce a scheme for payment

of gratuity for certain employees employed in Industrial and commercial

establishment as a measure of social security.

Industrial Disputes Act, 1947

The Act was enacted, with the object, interlay, of settlement of industrial disputes

and to achieve industrial harmony. The Act contains provisions for reference of

industrial disputes and their settlement. In addition, the Act has made provisions

relating to lay off and retrenchment to establishments to which the Act applies.

Special provisions have also been made in respect of lay-off, retrenchment and

closure in certain establishments.

Workmen’s Compensation Act, 1923

The act was enacted to provide for the payment of compensation by certain

classes of employers to their workmen. The act contains provisions for payment of

compensation for personal injury caused by accident or any disease or various

IMK ADOOR


kinds of disablement (partial or whole or temporary or permanent etc.), all arising

out of or in course of employment.

3.5CERTIFICATION AWARDS AND

RECOGNITION

Best entrepreneur in Kerala awarded to Kochuseph Chittalllappilly ,

CMD, V guard industries pvt ltd.(1993)

Highest individual income tax payer from the state 1993 to 1995.

Vyavasaya jyothi award given by the Ernakulum chamber of

commerce. (1996)

Industry excellence award for medium scale industries awarded by

the institution of engineering (India) ,cochin(1998)

Millennium businessman of Kerala awarded by business deepika

(2000)

Business man of the year awarded by dhanam magazine (2007)

Kerala no 1 consumer durables product category from dhanam

magazine

Fact MKK nayar memorial productivity award for the year 2006-2007

from Kerala state development corporation

3.6 PROMOTERS OF V-GUARD

Mr. Kochouseph Chittilappilly, Post graduate in Science majoring in

Physics from Calicut University.

Ms. Sheela Kochouseph, B.Sc, Home Science graduate from University

of Calicut

3.7 BOARD OF DIRECTORS

Managing Director:

Mr. Kochouseph Chittilappilly is a post graduate in Science majoring in

Physics from Calicut University. He started his career as a Supervisor

in an electronics company, where he worked for 3 years.

IMK ADOOR


Chairman:

Mr. P.G.R Prasad is a Certified Associate of the Indian Institute of

Bankers, Chartered Financial Analyst and Certified Financial Planner,

Financial Planning Standards Board India. He was inducted to the

Board of Directors of V-Guard as an Independent Director on 16 th

August, 2007.

Executive Director:

Mr.Mithun Chittilappilly is a Post Graduate in Finance from University

of Melbourne, Australia. Mr. Mithun after completing his Graduation in

Commerce joined V-Guard to be trained in the various departments of

the company.

INDEPENDENT DIRECTORS

Mr. C.J George

Aged 48 years, is a Post Graduate in Commerce, Certified Financial

Planner and a Research Scholar with School of Management Studies of Cochin

University of Science and Technology. He joined the company as an

Independent Director on 16th August 2007.

Mr. A.K Nair

Appointed as the Non Executive Director of the Company on 27th May

2009 Mr. A.K.Nair holds a Bachelor’s degree in Mechanical Engineering with

Masters in Business Administration and has over 45 years of Industry

experience.

3.8 COMMITIES

Audit Committee

Remuneration Committee

Share transfer/ Shareholders Grievance Committee

IPO Committee

3.9 VISION

Let us endeavour to make v guard a trusted household name.

IMK ADOOR


MISSION

1. To offer a range of products at affordable prices, which add to

comfort of life through saving in manual labour time and energy or

for entertainment

2. To make their products meet international quality standards and

provide trouble free performance.

3. To adopt designs, which support timely brand efficient post sales

service.

4. To continuously innovate and add value to their products, if needed

with technical collaboration.

3.10 QUALITY POLICY/PROCESSES

V-guard has a holistic , enterprise -wide approach to quality. Utmost care is taken

while selecting the various components that go into production.

Sourcing is done from manufactures of repute. Each component is checked for

quality compliance ,and those that do not meet set parameters are rejected.

Various checkpoints along the production line ensure quality standards are

adhered to. Post-production inspection and certification ensures each individual

product that moves off the assembly line conforms to internationally accepted

quality and performance benchmarks. It is v-guard commitment to the quality that

has made it ‘the name you can trust’.

ISO 9001

V guard ISO 9001 certified factory for manufacturing electrical wiring cables is

set up at Coimbatore, Tamil Nadu.

IMK ADOOR


3.11 ORGANISATION STRUCTURE

Chart no: 3.1

ORGANISATION CHART

IMK ADOOR

Board of Directors

Managing Director

Joint Managing DirectorExecutive Director

Vps

Marketing

Head Corporate Communication

CFO&VP-Finance

Marketing Customer Service

South

North

West

East

North East

Secretarial

Legal

Finance &Account

s

Costing

Systems

Director admin

(HR

,admin

&civil )

Sr.VP

Scm &

Media

VP-cable/solar

Vp-Emd

Vp-Med

Vp-Electronic &New Projects

Coimbatore Facility(Cable)

Coimbator

e facility(SW

H)

Kadipur Facility(Cables)

EMW

Coimbatore


Chart No:3.1

ORGANISATION CHART

3.12 PRODUCT PROFILE

PRODUCTS

Stabilizers

IMK ADOOR


V-Guard is the largest selling brand of electronic voltage stabilizers across India.

5 Millions Of customers were experienced the quality of protection of V-Guard

stabilizers for their home appliances. Since 1977 onwards, V-Guard Stabilizer

provides reliable and trusted protection from voltage fluctuations and used to

safeguard the electronic home appliances like Television, DVD, and DTH

Receiver, Music system, Home Theatre, Water cooler, Refrigerator, Deep Freezer,

Air conditioner and Microwave oven. V-Guard Stabilizers are designed with

significant features like HMC Technology, Fail Safe circuit protection, High and

Low voltage Protections, Time Delay Protection and Built In Thermal Overload

Protection.

Cables

These are manufactured in conformity with ISI standards at an ISO 9001 certified

manufacturing plant located at Coimbatore in Tamil Nadu. V-GUARD PVC

wiring cables are manufactured in conformity with ISI standards at an ISO 9001

certified manufacturing plant located at Coimbatore in Tamil Nadu. The HFT

technology used in their production ensures absolute safety from electrical

IMK ADOOR


hazards. Multi-core flat/round cables (up to 3 -core) are available. Each coil has

an assured length of 90 meters.

Pumps

V guard pumps are made according to ISI standards and specifications using

high quality components and meet high performance standards. They are

known for their sturdiness, durability and dependability. The superior

technology used in the construction ensures better efficiency and lower running

costs. More than 150 different models are available with capacities ranging

from 0.25 HP to 25 HP, and are ideal for domestic as well as for agricultural

purposes.

Self Prime & Mini Monobloc Pumps

Centrifugal Pumps

Open well Submersible Pumps

Jet Pumps

Compressor Pumps

Single phase bore well submersible pumps

3 Phase Bore well Submersible

3 Phase Centrifugal Monobloc

3 Phase Open well Submersible

UPS

IMK ADOOR


Incredibly Intelligent! The trusted companion for the computer, driven by high

end features like advanced PWM – MOSFET Technology with PID Control,

Zero Power Drain Technology to prevent Deep Discharge of battery, OFF-

MODE battery charging and intelligent software shutdown to provide high

quality in power management.

Models available in OFFLINE UPS are:

UPS 60 Royal

UPS 70 Vismaya Plus

UPS 120 EB

Online-UPS - Single Phase to Single Phase

Online-UPS - Three Phase to Single Phase

High frequency true online UPS

Electric Water Heaters

V-guard Electric Water Heaters (Geysers) are manufactured in the-state-of-the-art

production set up and comes with ISI mark and Pentad Protection System (PPS).

Its outer body is made of rust proof, shock proof ABS.

IMK ADOOR


The futuristic 'Energy Saving' technology and the 5 unique safety features

developed in-house with R&D excellence, make it the most economical and safest

water heater. Fine quality components combined with sleek, elegant design in

varied colours complement the decor of your bathrooms and kitchen, perfectly.

Instant Water Heaters

Instant Gas Water Heaters

Storage Water Heaters

Solar Water Heaters –

Solar water heaters were launched by the company in the year 2002. The

manufacturing base of solar water heating systems has since been improved

substantially with the total number of 49 manufactures securing Bureau of Indian

Standards (BIS) certification for their products,

V-Guard Solar Water Heaters, a truly International quality product manufactured

at the use the highly efficient Evacuated Tube Collector system enabling optimal

utilization of solar energy. The PUF insulated stainless steel storage tank prevents

heat loss. V-Guard Solar Water Heaters dramatically cut electricity bills, help

conserve energy and are environment friendly.

They are available in: 100 Lpd, 125 Lpd, 200 Lpd, 300 Lpd, 500 Lpd and 1000 Lpd

for domestic use, and are easy to install and last a life time. V-GUARD ETC solar

water heaters are also manufactured for industrial applications that is for pool

heating, large hotels, large hospitals, factories etc. and are available in 2000

Lpd,3000 Lpd,4000 Lpd and 5000 Lpd and also according to the requirements.

IMK ADOOR


Electric Fans –

V-GUARD fans are sleek and elegant, provide excellent air circulation. Double

ball bearings ensure they keep whirling smoothly for years. The hub and blades

have a powder coated finish and rust resistant. ‘HIGH ANGLE’ Technology used

in blade design ensures wider coverage. The fans are available in a range of

colours to suit the interior décor.

CW 1548

CW 2048 M

CW 3348

CW 3124 M

SF 4048 M

SF 6148 M

SF 7048 M

4.1DEPARTMENT PROFILE

Each of the functions will need to work together so that the whole of the

organization has the same aims and objectives. To achieve this, communication

IMK ADOOR


across the functions is key activity. A starting point for this type of

communication is the creation of a clear set of company objectives which each

department should be aware of these objectives. Regular reviews must be taken:

Firstly how each function is performing against its objectives

Secondly how the company is performing against its overall objective and

should ensure that the whole company is pulling in the same direction.

The departments are:

1. Customer service department

2. Electronic and new projects department

3. Electro mechanical department

4. Finance and accounts department

5. Human resource and administration department

6. Mechanical and electrical department

7. Marketing department

8. Supply chain management

9. Systems department

1. CUSTOMER SERVICE DEPARTMENT

IMK ADOOR


This department deals with the relationship that the company maintains

with the public. They mainly deal with providing after sales service to the

customers .this helps them in maintaining their customer base and meeting

their expectations.

It has total of 15 employees in this department .the customer service of this

company done through 275 service centres in 20 states.

Department chart

Chart no: 4.1

CUSTOMER SERVICE DEPARTMENT

TYPES OF SERVICES PROVIDED

IMK ADOOR

Head of department

Manager

Zonal

Inchargers

Branch in charger

Service in charge


a) Service at service spot

V guard provides service through service centres located in

different states customers who detect complaints can bring them to

the nearest service centre to get the required service.

b) Service at dealers spot

Serviced is provided through the dealers who deal with v guard

products. In this case, the customers can approach the dealers with

the defected product and the dealers return the products after the

complaint has been rectified.

c) Service at customers spot

Service is also provided at the spot where the customers are. In this

case, technicians are sent to the customers after the complaint has

been reported .According to their policy, complaints should be

rectified within 24-48 hours of registering the complaint.

Levels of Service

i. Customer satisfaction

It is ensured that all the complaints are solved within 24 hours of

receiving the complaint. Employees are assigned to visit the

customers spot for solving issues that might have occurred while

using the product and even replacing the product if required. The

service charges are collected as per the approved manual

ii. Customer care

As per the company policies, all the details regarding the service

terms , warranty details , service charges etc are to be displayed

in front of the service centre. After the service has been done ,

feedback from the customers is collected . this improves them in

correcting their flaws in the service provided and to serve them

better. Feedback regarding the quality of the products, after sales

service etc is collected by visiting the dealers dealing with their

products.

iii. Customer delight

IMK ADOOR


V guard ensures that they provide service as per the customers’

demands and expectations

Channels for registering complaints

Various channels have been provided to the customers for registering

their complaints. They are:

Through dealers:

The customers are able to register their complaints with the

company through the dealers dealing with their products.

Directly contact to service centres

Customers can report their complaints by contacting the service

centre that is the closest to them.

Contact through helpline

The customers can contact through their toll free number 1800

3000 1800. Customers from any state can contact the branch

office in the state through this number

Register the complaints through mail

The customer can also register their complaints through mail.

Service efficiency management

The efficiency of the services provided are measured by doing the

following

Checking the number of complaints solved within 48 hours

Service audit reports

Feedback received from marketing department

Feedback received from dealers

Feedback received from end users.

2. ELECTRONICS AND NEW PRODUCT DEPARTMENT

This department is in charge of coming up with the new and innovative ideas,

conducting a study on feasibility analysis.

IMK ADOOR


A total of 138 employees belong to this department. This included quality

controllers who are appointed at various factories. These quality controllers ensure

that the processes are being followed as instructed by the head office. They ensure

that the quality of the product is uniform with that of the products of the other

factories. The quality controller approves the components that are being used in

the outsourced factories. They provide such works to charitable institutions like

Cherupushpa electronics, Sengo Paul’s systems .They produce 1.5lakh stabilizer

a month. V guard has about 62 factories in all over India.

Department chart

p

Chart no: 4.2

ELECTRONICS AND NEW PRODUCT

DEPARTMENT

Production:

The production dept is in charge of looking into the production patterns and the processes that is to be followed in all the factories. They make sure that the patterns and products are uniform and according to the requirements

IMK ADOOR

Electronics

And new product

Production

Department

Product

Engineering

CARC New projects

Product

Development

MRP

Senior manager


Product development:

The product development department conducts research regarding the feasibility of the new product that may be implemented by the company.

Product engineering:

Product engineering department product standardizes the process that is supposed to follow and the work that is to be done in the factories. The processes that are formed at the head office are given to the quality controllers that are appointed at the various factories. They ensure that the processes are followed as per the orders from the head office.

Component research and approval centre (CARC)

This department is responsible for testing each component that is to be used in the manufacture of a product. The test is done over a period of 21 days in which the suitability and usability of the component is tested .It is checked whether it meets the expectations of the company.

Components as minute as screws, bolts, etc used only after they have been tested at this centre. Suppliers who are interested in supplying their materials to the company are made to submit a sample with the centre. Major suppliers are Keltron and in cap.

New projects

This department concentrates mainly on new and innovative ideas.

They initiate new concepts and if found feasible, hands over it the

production department foe making into reality. Home ups was such

one product which was conceptualized couple of years back and is

now one of their top selling product.

3. ELECTRO MECHANICAL DEPARTMENT

This department coordinates the activities of the outsourced units. It deals

with design aspect of each product. They take the feedback and after

IMK ADOOR


analysing it, makes the necessary corrections. It looks after the production

of pumps and motors. The total division consist of 102.they are engaged in

the agriculture, domestic and industrial segment. This department consist

of 85 employees

Department chart

Chart no: 4.3

ELECTRO MECHANICAL DEPARTMENT

4. FINANCE DEPARTMENT

Business as we know is concerned with the financial activities. In order to

ascertain the financial status of the business every enterprise prepares certain

IMK ADOOR

Head of

Department

Deputy

Manager

Senior

Engineer

Assistant

Manager Executives


statements, known as the financial statements. Financial statements refer to two

statements which are prepared by a business concern at the end of the year.

This department looks into various kinds of transactions that are to be recorded.

It is responsible for preparing journals, ledgers, statements like trial balance,

balance sheet, cash flow statement. It is also in charge of the calculations of the

income tax and also the payment at the right time. The head accounts

department is divided into various sub departments.

Department chart

Chart no: 4.4

FINANCE DEPARTMENT

RATIO ANALYSIS

CURRENT RATIO

Current ratio may be defined as the relationship between current assets and current

liabilities. This ratio, also known as working capital ratio, is a measure of general

liquidity and is most widely used to make the analysis of a short term financial

position or liquidity of a firm. It is calculated by dividing the total of current assets

by total of current liabilities.

IMK ADOOR

Head accounts

Secretarial

CFO

State &

Local tax

Internal audit Costing

Inventory management

Indirect tax & vendor Mgt.

Legal & compliance


Current ratio= current assets/current liabilities

Table no: 4.1 CURRENT RATIO

2005-2006 2006-2007 2007-2008 2008-2009 2009-20100

0.5

1

1.5

2

2.5

Current Ratio

current ratio

Chart no: 4.5 CURRENT RATIO

IMK ADOOR

Year Current Assets Current Liabilities

Current Ratio

2005-2006 4,128.06 2,208.16 1.86

2006-2007 7,581.56 3,754.83 2.01

2007-2008 14,878.02 6,514.06 2.28

2008-2009 9,505.26 4,633.57 2.05

2009-2010 19,040.34 8,244.38 2.30


As a convention the minimum of 2:1 is referred to as a rule of thumb or

arbitrary standard of liquidity for a firm. A ratio equal to or near the rule of

thumb is considered to be satisfactory.

Here, we see that expect for the financial year 2005-2006, The Company’s

current assets are double the current liabilities. The year shows an

unsatisfactory current assets position. The ratio of current assets over current

liabilities is found to be increasing over the period though there has been a

downfall in the year 2008-2009 from 2.28:1 in 2007-2008 to 2.05:1. The

current assets are 1.86, 2.01, 2.28, and 2.05, 2.30 times the current liabilities in

the financial years 2005-2006, 2006-2007, 2007-2008, 2008-2009, and 2009-

2010 respectively. Hence, it can be inferred that the general liquidity position

the firm over a period of 5 years is satisfactory.

(Note: current liabilities are taken as 1 and current assets are given

comparison to it.)

NET PROFIT RATIO

This ratio explains per rupee profit generated by sales.If the cost of sales is

lower,then the net profit will be higher and when we divide it with the net

sales,the result is the sales efficiency.if lower is the net profit per rupee of

sales, lower will be the sales efficiency.the concerns must try for achieving for

maximising the ROI.This ratio is very useful to the proprietors and prospective

investors because it reveals the overall profitability of the concern. Net profit

ratio establishes the relationship between net profit (after tax) and sales, and

indicates the efficiency of the management in manufacturing, selling,

administrative and other activities of the firm.

This ratio is the overall measure of firm’s profitability and is calculated as:

Net profit ratio= net profit (after tax) / net sales×100

This ratio differs from the operating profit ratio in as much as it is calculated

after deducting non-operating expenses, such as loss on sale of fixed assets

etc.,from operating profit and adding non-operating income like interests or

IMK ADOOR


dividends on investments, profit on sale of investments or fixed assets, etc., to

such profits. Higher the ratio, the better it is because it gives idea of improved

efficiency of the concern.

Table 4.2 NET PROFIT RATIO

2005-2006 2006-2007 2007-2008 2008-2009 2009-201002468

10121416

Net Profit Ratio

Series 1

Chart no: 4.6 NET PROFIT RATIO

NP ratio is used to measure the overall profitability and hence it is very useful to

proprietors. The ratio is very useful as if the net profit is not sufficient, the firm

shall not be able to achieve a satisfactory return on its investment. Here we find

that net profit is sufficient enough for the company. Though in a low pace, the

companies’ net profit if found to be increasing over the years. In the year 2005-

2006 the net profit was 5.42; 8.20 in 2006-2007; 13.45 in 2007-2008; 5.45 in

2008-2009; 5.60 in 2009-2010.This ratio also indicates the firm's capacity to face

adverse economic conditions such as price competition, low demand, etc.

IMK ADOOR

Year Net Profit Net Sales Net Profit Ratio

2005-2006 920.48 16,972.86 5.42

2006-2007 1,823.93 22,227.48 8.20

2007-2008 3,742.31 27,811.00 13.45

2008-2009 1,734.65 31,677.67 5.47

2009-2010 2,547.26 45,408.91 5.60


5. HUMAN RESOURCE MANAGEMENT

Human resource department in an organization context is a process where

employee of a organization are continuously helped in a planned way to

acquire capabilities required for performing various tasks or functions

associates with their present or future expected roles.

It function is to develop an organizational culture where superiors, sub

ordinates relations, team work and collaboration among different sub units

must be strong and contribute to organizational ,health, dynamism and

employees pride.

Thus, the HRD has become very popular in the last decade and especially the

Human resource network of human resource development

Department chart

Chart no: 4.7

HUMAN RESOURCE DEPARTMENT

IMK ADOOR

Senior officer

Director

Deputy GM

Senior vice president

ExecutiveOfficer Senior executive


HR policy

The basic principles of V-Guard human resource policies include:

Recruitment based solely on merit by following well-defined and

systematic selection procedures without discrimination.

Sustain motivated and quality work force through appropriate and fair

performance evaluation, reward and recognition systems.

Identify training needs within the organization and design and implement

those need based training programmes resulting in continuous up gradation

of knowledge, skill and attitudes of the employees.

Maintain a quality human resource management system plan, design, and

train, equip and motivate the dept staff to meet this standard of

expectation.

The HR practices

Most of the HR practices of V-Guard industries were a result of the vision of its

founder and the culture that they have been created over the years. The founder

advocated simplicity and maintained the culture of a small company and the

employees were encouraged to share their learning experiences too.

Recruitment

V-Guard's greatest asset is its employees. It is committed to attracting, retaining,

and developing the highest quality and most dedicated work force possible in

today's market. It strives to hire and promote people on the basis of their

qualifications, performance, and abilities, and is determined to provide a work

environment free of any form of discrimination both direct and indirect, including

sexual harassments. While recruiting new employees V-Guard takes adequate care

to identify the right candidates guard focus on recruiting candidates who display a

high degree of learn ability, i.e. candidates who are open to learn new things and

supply the same in new situations we also place significant importance on

professional competence, academic excellence, analytical ability, term work,

leadership potential, communication and innovative skills, along with a practical

and structured to problem solving.

IMK ADOOR


Training

V-Guard human resource department believes that quality is the hallmark of any

successful venture. Quality training and development of human resource is

realized through Identifying training needs within the organization and designing

and implementing those need based training programs to bring about continuous

up gradation of knowledge, skill and employee attitudes.

The following brief highlights V-Guard's training methodology for the

comprehensive development of its employees

Training plan

Companies success in today's free market economy, only because their employees

perform to their fullest potential .alive to this home trust, V-Guard draws up on

annual training calendar highlighting the training activities for the year It also

includes detailed discussions with the faculty to decide on the contest of the

training programs guard's training plan includes technical/functional programs

(mechanical, electrical, finance related and behavioural programs etc) ,covering a

wide cross-selection of employees, as follows:

A week long induction program for fresher’s:

Development of top performer through leadership development programs

aimed at bringing up future leaders

Development of managerial staff through intensive management

development programs tailor made for them providing exposure to holistic

understanding of the business, strategic planning, customer relationship,

enhancing share holder value, and financial management.

Sustained effort in training has led to creation of highly skilled and

motivational employees ready to take on higher roles and responsibilities

in the company.

Performance appraisal

The first step towards carrying out performance appraisal at V-Guard is the

evaluation of personal skills for the tasks assigned to an employee during the

period of appraisal .To evaluate the performance ,different criteria like

IMK ADOOR


timeliness ,quality of work carried out by the employee, customer

satisfaction .peer satisfaction and business potential is considered The personal

skill of the employees are also evaluated based on their learning and analytical

ability ,communication skills, decision making, planning and organizing skills.

Each of these criteria is measured on a scale and then evaluated. A performance

appraisal system is a strong tool in the development of human resources in the

organisation. It is considered as a mutual feedback to the management and thereby

help to decide the carrier growth, training needs and other human resources

development, interventions required for each of them thereby aiding their self

development.

It is vitally important that every individual has a clear understanding of his or her

work, objectives, and responsibilities, because performance will measure against

these.

• Culture

At V-guard ,we have built a culture in tandem with the vision and values of the

organization that makes v —guard ,a great place to perform where members take

pride in being a part of the V-Guard family, are intellectually and emotionally

bound with the organization, feel passionately about their goals and are committed

towards the organization's vision and values .complete ownership of the vision

and values ensures alignment of member's personal vision with organization's

vision, thereby achieving focus in all the endeavours.

Work culture emphasizes

Freedom to experiment

Continuous learning and training Transparency and openness

Quality in all aspects of work

Reward based on performance and potential

Company Policy

All selected candidates are initially placed on probation for a period of 6

months

IMK ADOOR


On completion of probation period and upon recommendation by the head

of the department, the employee shall be absorbed and confirmed onto the

rolls

Management cadre employees are directly appointed into the skills

Benefits and Perquisites

The benefits given to the employees are of two types, statutory and non-statutory

benefits.

Statutory benefits

• Provident fund

• Employee State Insurance

• Employees Deposit Linked Insurance

• Service Gratuity

• Labour Welfare Fund

• Bonus

Non-Statutory Benefits

• Reimbursement of travelling expenses

• Leave travel allowance

• Medical reimbursement

• Personal accident insurance and medi claim insurance

• Performance linked bonus

• Reimbursement of telephone/mobile rent

• Incentives to personnel

• Group saving linked performance

• Benevolent fund Expenses for purchase of suitcase

IMK ADOOR


• Concessional loan

• Interest free vehicle loans

• Higher education loans for employees\

• Education allowance to employees' children

• V-Guard award for excellence

• Veegaland /Wonder Ia passes

• Discount offer for V-Guard products

• Suggestion awards

• Reimbursement of credit card renewal fee

• Best Article Award (V and We)

• Contribution for employee’s marriage

• Performance linked incentive scheme

Types of Leave

Casual Leave

Sick Leave

Annual Leave

Marriage leave

Transfer leave

Maternity leave

Salary components

• Basic pay

• Dearness allowance

• House rent allowance

• Conveyance allowance

IMK ADOOR


. Compensatory allowance

• Special allowance (10% of basic pay and dearness allowance)

• Additional compensatory allowance (based on place of posting)

• Fixed allowance

• Stores allowance

HR initiatives implemented in 2010

HR induction and orientation

When new candidates are hired, they are invited for a one week induction and

orientation programme to corporate office and where the candidate is acquainted

which each and every aspect of the organization. A through integration with hr

&business processes takes place. As part of the induction programme they also

undergo training on motivation, visit to our amusement park and also a visit to our

cable factory located in Coimbatore. All the new joinees have an open interactive

session with the top management including our managing director. A special

induction manual was designed for new joinees together with an induction kit

which provide all the necessary details on the company, allowances and the

facilities they are eligible for.

Sports & games activities

V-guard believes in "healthy employees bring better productivity". As part of our

fitness movement we have provided adequate infrastructure to conduct various

kind of indoor as well as outdoor sports. We have separate sports facility, which

range from table tennis to badminton, gymnasium and tie ups with college

grounds to conduct cricket and football matches. company organizes inter-unit

sports competition by making a sports calendar on yearly basis to keep on

promoting the spirit of sportsmanship across our branches the sports activities will

come to an end with the annual sports day scheduled in the month of January 2010

where individual prizes would be awarded to winners and overall trophy to the

department scoring the maximum points .all the events were coordinated by the

recreation club formed for this purpose.

IMK ADOOR


Leadership development program

On the growing trajectory on which V-Guard is today, there is a strong emphasis

on developing an effective organization that uses its skills in leading and driving

its growth. Hence, our company identifies future leaders by identifying members

who think holistically about the organization, by considering the big picture and

act for the greater good of the enterprise. These members are made to undergo

coaching sessions for meeting their developmental requirements enabling to

become the real leaders to take the organization to greater echelons!

Executive development program

All managerial cadre employees are nominated for executive development

programs conducting internally. Trainers are experts in the field and duration of

the program was 6 months (2 days in a month) .training methodology used were

case studies, in basket techniques, business games etc.

Social welfare fund

As part of the CSR initiative, we have started a welfare fund to help the ailing

cancer patients in general hospital, Cochin. Every month employees make

voluntary contribution to this fund from the salary. Once the amount collected, the

medicines are purchased based upon the requirements of the cancer ward and it's

handed over to the doctor directly by the employees who visit the general hospital

every month by taking turns. This ensures that the medicine reaches the right

person. We have contributed Rs 300,000 worth medicines this financial year.

Departmental tours

As part of the goal setting process for the next financial year departmental tours

were organized which included term building and brain storming sessions. These

tips helped the employees to think out of tile box and give new suggestions in

their area.

Employee counselling

Counselling programs were organized for all employees with the help of

experienced counsellors from the respective field.

IMK ADOOR


Unique HR practices

As we all know requirements of training and experienced professional with the

desired mindset is the need of the hour for any organization to survive and grow in

this competitive environment .while there is no dearth of professionals in Indian

industry and people are available in dime a dozen, but what is most important and

difficult to get is the right mindset. This can be easily substantiated by the number

of applications for every job listed on the famous jobsites needless to say that

selection of the best candidate with the desired mindset out of such large no of

applicants is a very tedious take. With the business goal being very high the

pressure on HR to reduce the time lag for filling a position has substantially

reduced. Normally a position, which was regd. a month to be filled up, has now

got to be filled up in 10- 15 days time .this has made the job still more

challenging.

To cope with the growing expectations of business and in order to give the

organization a competitive edge to the business we in v-guard have streamlined

the whole system by integrating the HR fundamentals with information

technology and have adopted some practices unique to v-guard.

Niyukta samaaya

This is our employer engagement programme which we have started in this

financial year. The session is conducted, by inviting employees department wise

on a rotational basis every Saturday in the afternoon, for a period of one hour.

Two representatives from the HR department and a person representing the top

management would present in all the meetings. The program starts with a small

introduction followed by an open session where employees will be free to give

their suggestions and speak out their problems the open session is followed by

games to promote team building and employees are encouraged to exhibit their

skills many fruitful suggestions were received from the employee's sides which

were implemented successfully.

IMK ADOOR


Online recruitment management system

Under this planed system prospective candidates visit our website and can

directly register their CV for any position listed on the site. Similarly all

consultants are also, required to post their CV through this site. As a result

duplication of CV is immediately identified and not accepted the CV then

comes data bank and for short listing /screening both the functional, users and

HR dept. has got the rights. Once a candidate is rejected, immediately

information goes to the consultant or to the candidate. In case this is selected

for interview then the information goes for finalization of interview at

specified date and time. This speeds up the whole process as it does the initial

screening of the vital parameters in terms of a g e, qualification, experience,

etc.

Meetings with workers

Creative problems solving when it comes to employees is also v-guards forte. The

company has regular line meeting at the manufacturing lines in the factory with

the workers to discuss and solve their problems then and there. Morning meetings

are also a norm at v-guard were the whole management together with the VP's

gets together to discuss the plans for the weeks.

IMK ADOOR


6. MARKETING DEPARTMENT

The marketing department is responsible for sales and promotions of products

among the people so as to have a ready market for them. A number of promotional

measures are in action to maintain an upward trend in sales of the company's

products. Sales turnover of 5-6% is earmarked for advertising the products to

relevant segments. Both print and TV media are used for brand communication.

Local and English dailies and weeklies are used for advertisements. Stabilizer,

pump set and solar and electric water heater advertisements find their place in

women magazines also. V Star, the separate garment division advertises mainly in

women magazines and TV media. The company believes that its dealers and

distributors are the best brand ambassadors. Therefore, a number of dealer

incentive schemes are in force to keep the dealers' momentum upward. Dealer's

meet is held in every two years with the main intention of imparting relevant sales

skills and motivation and rejuvenating the social bond with them. The company's

distributors are exclusive stockists for its products and as such the term of

appointment stipulates that only V Guard's goods would be stocked and supplied

by the distributor.

V-Guard also gives priority to the service sector. Also in far off areas like Idukki

and Wayanad, franchisees are present so as to reach out to their customers.

Department chart

Chart no: 4.8

MARKETING DEPARTMENT

IMK ADOOR

Vice President

Kerala head

Product in charges of various products


There are 6 executives under each product in-charge. In case of distribution

centers, a manager, sales persons, van drivers and unloading boys are present.

Training to all these persons is given on the basis of the products they are

handling.

Types of Distribution activities

i) Distributor oriented sale

In this, the products are available only through distributors. V-Guard has 36

distributors and 3248 dealers all over the country. The company provides their

products to the retailers through the wholesalers. Stabilizers and cables are mainly

distributed through this method.

ii) Direct dealer operations

In this, the products are made available to the consumers through authorized

dealers. Products like fans and UPS are mainly distributed this way

iii) Direct end user

In this, the products are distributed directly to the customers. There would be any

intermediaries between the company and the customers. Products like online UPS,

LT power cables and project coils are given directly to the customers.

Credit Policies

V-Guard extends credit policies when needed. Such services are mostly given to

the old dealers who have been associated with the company for a long time. They

allow such dealers to purchase products on credit. They also accept post dated

cheques.

Marketing strategies adopted

i. Company--> Distributors –-> Retailers —-> Customers’

In this strategy, the products are made available to the customers through

distributors and retailers. The company provides the products to the distributors

who provide them to the retailers at the price set by the company. Retailers

provide the products to the customers as per their demand.

IMK ADOOR


ii. Company—-> Direct Marketing Association—-> Customers

In this, the products are marketed through direct marketing associations. Products

like solar water heaters and digital UPS's are marketed this way.

iii. Company--> Direct Dealers--> Customers

In this, the company markets their products among their customers only through

authorized dealers all over the country.

Promotions

Every year a budget is set aside solely for advertising expenses. V-Guard gives a

lot of importance in making their presence felt among the public and also making

them aware of the various products that they have to offer. Some of the was in

which they promote their products are:

• Electronic and print media

• Dealer meets, Plumber meets and Electricians meets. This is done for the

purpose of product familiarity. Feedback is also collected at such events.

• Hoardings, lite and non- lite boards

• Acrylic boards

• Activities on radio station

Exhibitions in campuses for products like online UPS s

• Exhibitions like Vanitha Ice, Vanitha Utsav, Paarpidam, and Thrissur

Pooram Branding

• Dummy displays in showrooms

• Salesmen meet

• Offers and gifts during seasons eg. Towels gifted with water heaters

• Wall paintings e.g. Sabarimala routes

IMK ADOOR


Research and Development

The research and development team in the marketing department is responsible

for conducting surveys about products. This survey is mainly done among the

dealers to get their feedback about the demand patterns of the customers and also

ideas for products which have a potential in the market. They then discuss with

the concerned head of departments, management and technicians for their

opinions. After this they move onto the product enhancement stage.

Product strategy

V-Guard has different demand patterns for their products during the year. During

the vacation time i.e. during April and May, the demand for air conditioners is

high and so is the demand for stabilizers. From the month of November till May,

the demand for pumps is high than during the other months of the year. In the

months of June, July, November and December, the demand for water heaters is

high. During the summer season the demand for freezers and coolers is high.

During festival seasons like Onam and Christmas, demand for televisions is high.

IMK ADOOR


7. MEHANICAL ELECTRICAL DEPARTMENT

Department chart

Chart 4.9

MECHANICAL ELECTRICAL DEPARTMENT

This department consist of 50 employees which looks after the corporate

planning and also by controlling its activities.

IMK ADOOR

Chief OfficerSenior manager

HOD

Chief Officer

Deputy

Engineer

EngineersAssistant

Deputy engineer Assistant engineer

Engineers


8. SYSTEMS DEPARTMENT

The system is responsible for maintaining the data in the organization. The data

centre in v guard is centralized and severs are maintained at the head office.

The data recovery centre is maintained at Coimbatore Semantic and MacAfee

are the antivirus software used. .

The department consist of 16 employees

Department chart

CHART NO: 4.10

SYSTEMS DEPARTMENT

Employees working for companies like HCL and secure solutions are present

in the organization .reports are collected from these companies on daily and

monthly basis. Software development team present in the company handles the

MIS activities. Updating format requirement etc are done by this team

IMK ADOOR

Officers Executives

Officers Executives

GM

Senior

Manager

Assistant manager


9. SUPPLY CHAIN MANAGEMENT

SCM can be viewed as a pipeline for the efficient and effective flow of the

products, material, services, and information and financial from the suppliers

through the various intermediate organisation or companies to the customer.

The extended enterprise perspective of SCM represents a logical extension of

the purchase and business logistics concepts. It consists of 10 employees

SCM chart

Chart no:4.11

SUPPLY CHAIN MANAGEMENT

IMK ADOOR

SCM

SUPPLY

MATERIAL

PRODUCT DIVISION

PURCHASE INVENTORY &LOGISTICS

STORESUPPLY DEVELOPMENT

TRANSPORTATION

SUPPLIER FIXES PRICE

SUPPLIER SELECTION

PO

OWN GODOWN

RENTED GODOWN

DISTRIBUTION

DEALERFOLLOW

UP

TRANSPORTATIONCUSTOMER


4.2 CORPORATE SOCIAL RESPONSIBILITY

They believe in the amalgamation of corporate management, sustainable

development and global responsibility in working toward a better society and

thereby a better world. They are committed to greening our environment,

supporting the less fortunate and nurturing the downtrodden.

ROTARY-BINANI ZINC CSR AWARD

V Guard Industries was awarded the ROTARY-BINANI ZINC CSR AWARD

(Private Sector) by the Rotary Club of Cochin Metropolis, in association with

NIPM Kerala Chapter and ICAI, Ernakulum Branch for Best Corporate Social

Responsibility Initiative by a company in the state of Kerala.

The Thomas Chittilapilly Trust

The Thomas Chittilapilly Trust was founded by Kochouseph Chittilapilly, in

memory of his late father, C.O. Thomas. It is an extension of the philanthropic and

responsible values espoused at V-Guard. It is dedicated to extending its reach to

areas of health, education and care.

The trust provides health insurance cover for 1314 families from financially

backward classes, 922 families at Tholur Panchayat, Kerala and 105 families in

Ramanagaram Taluk in Bangalore, Karnataka.

It also conducts free health camps at villages and backward areas where the reach

of proper health care is absent. It sponsors the education of 1587 school children

from economically backward sections in Thrissur and Ernakulum Districts in

Kerala and Ramanagaram Taluk, Bangalore.

The trust has also made substantial contributions to NGO’s working for various

social welfare causes like Udhavumkarangal and the SOS village. It has also

donated generously to many national level causes and relief funds like the Prime

Minister's Relief Fund, Kargil war victims, relief for the earthquake victims of

Latur and Gujarat, victims of the Orissa cyclone and the Tsunami.

IMK ADOOR


Shantimandiram

An old age home for women, providing shelter and care for those who are unable

to care of themselves in Parappur Village, Trissur, Kerala. It is managed by the

Sisters of CMC Nirmala Province in whose able hands the inmates receive love

and care irrespective of caste and community. The facility accommodates 60

inmates at a time and is recognised by the Board of Control for Orphanages and

other Charitable Homes, Kerala.

True to its name, all facilities are provided free of cost and it is a haven of peace

and tranquility where the inmates spend the evening of their lives in dignity and

comfort. Shanthimandiram celebrated its first anniversary on 29th May 2010

along with the Inmates.Various cultural programmes have been performed by the

inmates of Shanthimandiram. The function got enriched with the Folk dance by

Managing Trustee and family. The sisters of Shanthimandiram also involved with

the cultural programmes.

Social Welfare Fund- an employee CSR activity

Social welfare consciousness being embedded in V-Guard work culture has

motivated the employees to join hands in reaching out in charity. The Social

Welfare Fund was created out of the goodwill of the employees who collate funds

and donate towards cost of medicines for the poor in the cancer ward at the

Ernakulum General Hospital.

Stabilizer SHG activity

Since its inception V-Guard has been providing a mutually beneficial income

generating option to women. Women who have grouped themselves to form

SHG’s (Self Help Groups) are distributed assembly kits for voltage stabilizers. An

efficient distribution and collection system networks the women with the company

and has been a resounding success for decades. It provides a stable income for

their households and in turn emancipation from poverty.

IMK ADOOR


5.1 SWOT ANALYSIS

Overall, the industry’s future remains robust, and interested applicants will

benefit from a holistic learning experience. Many of the research, sales, marketing

and advertising related roles will necessitate a good on-the-job learning of target

audiences, who may well be a totally new segment.

While conducting strategic planning for any of the company it is useful to

complete an analysis that takes into account not only your own business but also

your competitors business and the current business as well .the following

description will highlight the strength, weakness, opportunity ,and threats of the v-

guard industries

Fig no: 5.1

SWOT

IMK ADOOR


SWOT analysis of the consumer durable industry

Strength

Presence of established distribution network in both urban and rural areas

Presence of well known brands

In recent years organized sector has increased its share in the market wise

than the unorganized sector.

Weakness

Demand is seasonal and is high during festive season

Demand of some of the products is dependent on good monsoons

Poor government spending on infrastructure

Low purchasing power of consumers

Opportunities

In India the penetration level of white goods is lower as compared to other

developing countries

Unexploited rural market

Rapid urbanization

Increase in income levels i.e., increase in purchasing power of consumers

Easy availability of finance

Threat

High import duty on raw material imposed

IMK ADOOR


Chief imports from Singapore, China and other Asian countries

The Indian consumer remains one of the most upbeat globally. The Nielsen

Global Consumer Confidence study, conducted by Nielsen, a market research

company revealed that Indians are "the most optimistic lot globally who think that

their country will be out of the economic recession in the next twelve months." In

fact, it is widely believed that the Indian market will fuel the growth of

multinational companies in the coming years. While most leading companies are

cutting costs in the US and Europe, they see India as a strategic market, which can

fuel their growth.

5.2 PORTERS’S FIVE FORCES MODEL

Porter's five forces is a framework for the industry analysis and business strategy

development developed by Michael E. Porter of Harvard Business School in 1979.

It draws upon Industrial Organization (IO) economics to derive five forces that

determine the competitive intensity and therefore attractiveness of a market.

Attractiveness in this context refers to the overall industry profitability. An

"unattractive" industry is one in which the combination of these five forces acts to

drive down overall profitability. A very unattractive industry would be one

approaching "pure competition", in which available profits for all firms are driven

down to zero.

Porter referred to these forces as the micro environment, to contrast it with

the more general term macro environment. They consist of those forces close to a

company that affect its ability to serve its customers and make a profit. A change

in any of the forces normally, requires a business unit to re-assess the marketplace

given the overall change in industry information. The overall industry

attractiveness does not imply that every firm in the industry will return the same

profitability. Firms are able to apply their core competencies, business model or

network to achieve a profit above the industry average. A clear example of this is

the airline industry. As an industry, profitability is low and yet individual

companies, by applying unique business models, have been able to make a return

in excess of the industry average.

IMK ADOOR

http://en.wikipedia.org/wiki/Industry

http://en.wikipedia.org/wiki/Business_model

http://en.wikipedia.org/wiki/Core_competencies

http://en.wikipedia.org/wiki/Firm

http://en.wikipedia.org/wiki/Industry_information

http://en.wikipedia.org/wiki/Marketplace

http://en.wikipedia.org/wiki/Profit_(economics)

http://en.wikipedia.org/wiki/Company

http://en.wikipedia.org/wiki/Environmental_scanning

http://en.wikipedia.org/wiki/Marketing#Marketing_environment

http://en.wikipedia.org/wiki/Market

http://en.wikipedia.org/wiki/Industrial_organization

http://en.wikipedia.org/wiki/1979

http://en.wikipedia.org/wiki/Harvard_Business_School

http://en.wikipedia.org/wiki/Michael_Porter


Fig no: 5.2

PORTERS FIVE FORCES MODEL

Porter's five forces include, three forces from 'horizontal' competition:-

Threat of substitute products,

Threat of established rivals

Threat of new entrants

Bargaining power of suppliers

Bargaining power of customers

THE THREAT OF THE ENTRY OF NEW COMPETITORS

IMK ADOOR


Profitable markets that yield high returns will attract new firms. This results in

many new entrants, which eventually will decrease profitability for all firms in the

industry. Unless the entry of new firms can be blocked by incumbents, the profit

rate will fall towards zero (perfect competition).

The existence of barriers to entry (patents, rights, etc.) The most attractive

segment is one in which entry barriers are high and exit barriers are low.

Few new firms can enter and non-performing firms can exit easily.

Economies of product differences

Brand equity

Switching costs or sunk costs

Capital requirements

Access to distribution

Customer loyalty to established brands

Absolute cost advantages

Learning curve advantages

Expected retaliation by incumbents

Government policies

Industry profitability; the more profitable the industry the more attractive it will

be to new competitors

THE INTENSITY OF COMPETITIVE RIVALRY

For most industries, the intensity of competitive rivalry is the major determinant

of the competitiveness of the industry.

Sustainable competitive advantage through innovation

Competition between online and offline companies;

Level of advertising expense

Powerful competitive strategy

The visibility of proprietary items on the Web

Used by a company which can intensify competitive pressures on their rivals?

How will competition react to a certain behavior by another firm? Competitive

rivalry is likely to be based on dimensions such as price, quality, and innovation.

IMK ADOOR

http://en.wikipedia.org/wiki/Competitive_strategy

http://en.wikipedia.org/wiki/Advertising

http://en.wikipedia.org/wiki/Innovation

http://en.wikipedia.org/wiki/Competitive_advantage

http://en.wikipedia.org/wiki/Policies

http://en.wikipedia.org/wiki/Incumbents

http://en.wikipedia.org/wiki/Learning_curve

http://en.wikipedia.org/wiki/Customer_loyalty

http://en.wikipedia.org/wiki/Sunk_costs

http://en.wikipedia.org/wiki/Brand_equity

http://en.wikipedia.org/wiki/Barriers

http://en.wikipedia.org/wiki/Rights

http://en.wikipedia.org/wiki/Patents

http://en.wikipedia.org/wiki/Barriers_to_entry

http://en.wikipedia.org/wiki/Perfect_competition

http://en.wikipedia.org/wiki/Incumbents


Technological advances protect companies from competition. This applies to

products and services. Companies that are successful with introducing new

technology are able to charge higher prices and achieve higher profits, until

competitors imitate them. Examples of recent technology advantage in have been

mp3 players and mobile telephones. Vertical integration is a strategy to reduce a

business' own cost and thereby intensify pressure on its rival.

THE THREAT OF SUBSTITUTE PRODUCTS OR SERVICES

The existence of products outside of the realm of the common product boundaries

increases the propensity of customers to switch to alternatives:

Buyer propensity to substitute

Relative price performance of substitute

Buyer switching costs

Perceived level of product differentiation

Number of substitute products available in the market

Ease of substitution. Information-based products are more prone to

substitution, as online product can easily replace material product.

Substandard product

Quality depreciation

(THE BARGAINING POWER OF CUSTOMERS BUYERS)

The bargaining power of customers is also described as the market of outputs: the

ability of customers to put the firm under pressure, which also affects the

customer's sensitivity to price changes.

Buyer concentration to firm concentration ratio

Degree of dependency upon existing channels of distribution

Bargaining leverage, particularly in industries with high fixed costs

Buyer volume

Buyer switching costs relative to firm switching costs

Buyer information availability

Ability to backward integrate

IMK ADOOR

http://en.wikipedia.org/wiki/Vertical_integration


http://en.wikipedia.org/wiki/Fixed_cost

http://en.wikipedia.org/wiki/Concentration_ratio



http://en.wikipedia.org/wiki/Product_differentiation

http://en.wikipedia.org/wiki/Switching_costs

http://en.wikipedia.org/wiki/Vertical_integration

http://en.wikipedia.org/wiki/MP3


Availability of existing substitute products

Buyer price sensitivity

Differential advantage (uniqueness) of industry products

RFM Analysis

THE BARGAINING POWER OF SUPPLIERS

The bargaining power of suppliers is also described as the market of inputs.

Suppliers of raw materials, components, labor, and services (such as expertise) to

the firm can be a source of power over the firm, when there are few substitutes.

Suppliers may refuse to work with the firm, or, e.g., charge excessively high

prices for unique resources.

Supplier switching costs relative to firm switching costs

Degree of differentiation of inputs

Impact of inputs on cost or differentiation

Presence of substitute inputs

Supplier concentration to firm concentration ratio

Employee solidarity (e.g. labour unions)

Supplier competition - ability to forward vertically integrate and cut out

the buyer

COMPETITION ANALYSIS IN V GUARD INDUSTRIES

Porter’s five force framework helps to make a qualitative evaluation of a firm’s

strategic position. By the conducting this analysis we should be able to understand

that the final external influence upon the organization is the competitive

environment. We should also be able to understand that the competitive strategy

of an organization and the need to secure particular competitive advantage over

competitors are important. We will find that an appraisal of the competitive

environment is vital before plans laid down.

Let us see how the Porter’s five forces are applicable in v guard,

COMPETITORS are:

IMK ADOOR

http://en.wikipedia.org/wiki/Labor_unions




http://en.wikipedia.org/wiki/RFM

http://en.wikipedia.org/wiki/Price_sensitivity


Servomax Logistics Everon Kidson

COMPETITION ANALYSIS

Much of the market in which v guard operates in its unorganised and fragmented

of each of the products from other manufactures in domestic or divisions of large

multinational corporations as well as competitors .They compete with their

manufacturers on the basis of product range, product quality, product price after

sales service including factories based on repetition, regional needs and customer

convenience. Their completion varies for each of the products and regions. They

compete different players in different products in different regions. Companies’

major competitors for the stabilizers are vigil, premier, care, Shalimar, Everest,

Safeguard etc.

Major competitors for cables are Finolex , Polycab, anger etc. competitors for

pumps are plays such as Racold, Bajaj, Venus ,Kirloskar .Competitors for solar

water heaters Tata, BT. They also face competition from Crompton greaves,

Hawells, Polar, and Khaitan for electronic fans and APC for the products ups.

Our competition levels vary from each of the product in each region. In addition,

the market share keeps changing constantly with advent of new technologies and

products. In present competitive environment companies which develop effective,

improved or reliable appliances and have strong customer focus in the form of

providing after sales service will be increasingly differentiated from other in the

field.

THREATS OF SUBSTITUTES

Due to the substitutes there is a threat to the v guard industries and this may lead

to decrease in sales which in turn lead to decrease in the profit. The important

threat that v guard is now having is that, many companies are producing TVs’,

washing machine with inbuilt stabilizer. Other reasons are

Current trend is, the use of natural product which is more healthy.

IMK ADOOR


Zone valve can be used instead of pumps.

BARGAINING POWER OF SUPPLIERS

Profit margin is the point where suppliers could bargain for more profit and the

company which provides maximum profit they promote their particular brand of

the products

V guard has fixed certain standards in terms of price and quality for their

suppliers.

V guard is getting copper wires and inputs from Karnataka, Andrapradesh,

and Maharashtra at low price.

Hence the bargaining power of suppliers is high.

BARGAINING POWER OF CUSTOMERS

From this analysis it comes out that buyer can compete with industry by forcing

down prices of stabilizer and other products

Differentiated products are less ,as stabilizer can only be used for

tvs..,washing machine etc.

V guard produces high quality products which can overcome the

customers bargaining power.

Switching is complicated to the customers because v guard’s brand name

and trust.

IMK ADOOR


6.1 FINDINGS

The company made public issue in the year 2008

Several energy conservation measures are undertaken by the company

Continuous efforts are made by the R & D department for reducing the

manufacturing costs.

As a result of intensive R & D, the size of the products was reduced

conveniently.

Technology, which aids production, was imported in the year 2007 and

2009.

Technology imported in 2007 was not fully absorbed.

39 % of the shares are held by the promoters of the company.

The competition from the unorganized sector is severe. If the company is

not able to manage competition then it will affect severe growth.

Improper coordination among the superiors and subordinates during

certain situation. This leads to delay in certain orders, or the functioning of

certain product development programmes.

Increase marketing strategies for the promotion of air conditioners. They

adopt direct marketing strategy in order to increase sale and also provides

after sales service. And also buy marketing their product only through

authorised dealers they create a direct relationship with the customers.

Customers help to create a brand image through mouth to mouth

communication which intends to increase the sales of the product.

IMK ADOOR


6.2 CONCLUSION

V guard industries are the major company of producing consumer durables and

also a company having high goodwill. Now the company is running successfully.

The earnest effort of the management and the willing co-operation of the workers

put it on track successfully.

Now the company is really in the developed stage and is also moving ahead to

import its products. The company is strived to achieve an established position and

reputation through its various marketing strategies.

The dedicated corporate social responsibility that the company has towards the

society and the employees makes V-guard to have a good brand image.

The company is also working hard to achieve its vision ‘let us endeavour to make

V guard a trusted household name’ and as per their effort put on it will achieve its

vision one day.

IMK ADOOR


6.3 SUGGESTIONS

1) As the production is fast increasing, the energy conservation measures

should be further improved.

2) New and improved products, which suit the needs of the consumers to the

best, should be developed.

3) R & D has been concentrating more on reducing the cost of production. It

should also concentrate on improving the quality of the company’s

products.

4) Technology imported should wholly suit the company’s production needs

so that full absorption of the same is facilitated in future.

5) The company should increase its foreign exchange earnings.

6) At present, the FII’s are only less than a percent of the total shareholders.

The company should popularize itself and the products to attract more

FII’s.

7) The rural markets have not been covered yet. The company should take

necessary steps for the same.

8) The company’s product should be made more competitive than the

unorganized sector to meet with the competition.

9) The company should take necessary steps to control the effect of

continuous price fluctuation of raw materials.

10) Stock of raw materials, especially copper, should be adequately

maintained to avoid price fluctuations.

IMK ADOOR


IMK ADOOR

neets project v guard 9048549088

Documents