ratio analysismba escorts project
TRANSCRIPT
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SUMMER TRAINING PROJECT REPORT
SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENTS
FOR THE AWARD OF DEGREE OF
Bachelor of Business Administration
20!"20#
S$%&'((e) (o* S$%&'((e) %+*Ms. Bharti Aggrawal Krishan Kumar Lecturer, BBA Department BBA –V Semester
Regn.no 13DAV!1"31
DA, CENTENAR- COLLEGENH". FARIDABAD
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AC/NOWLEDGEMENT
A pro#ect report has ne$er %een the sale pro&uct o' the person whose name appears on the
co$er. (here are alwa)s some people whose gui&ance pro$es to %e o' immense help in
gi$ing its 'inal shape. So, it is m) 'irst &ut) to e*press m) gratitu&e towar&s all o' them.
Success in m) en&ea$or calls 'or co+operation an& the $alua%le 'or senior an& colleagues.
!irst, o' all woul& li-e to con$e) m) heart 'ull gratitu&e to Mr M$1eh G$3(a
4CA 5F'1a1ce6 'or gi$ing me permission to wor- on a pro#ect in this organiation. am
also than-'ul to Mr RN/a(+al who has pro$i&e& me super$ision an& gui&ance &uring
m) pro#ect wor-. cherish to recor& m) than-s to management o' ESCORTS
LIMITED
I a& alo (ha178$l (o &+ 3ro9ec( :$')e 8or hel3'1: &e '1 3re3ara('o1 o8 (h' 3ro9ec(
re3or(
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PREFACE
(he pro#ect was carrie& out &uring the tenure o' summer training an& m) #o% was to
con&uct a mar-et research in to two states in which was instructe& to &o an& 'in& out the
perception o' the single c)lin&er tractor owners. (he purpose o' this training was to gi$e
a comprehensi$e / inno$ation, managerial/ practical intro&uction to mar-eting in an
entirel) mar-eting atmosphere. (his pro#ect report &escri%es not onl) the single c)lin&er
mar-et %ut also the strategies pre'erre& %) companies their mar-et share an& %ran&
awareness.
(his pro#ect 'urther &e'icits the compan) pro'ile o' escorts Lt& as well an& in &epth
picture o' M0(,the re$olutionar) &ou%le c)lin&er tractor an& which can %e &rag into this
niche single c)lin&er segment or escort Lt&. o$er the 'ew )ears hun&re& o' companies
ha$e greatl) impro$e& their per'ormance through superior mar-eting research .escort
M0(,A2A that is in 'act a &ou%le c)lin&er tractors %ut e4ui$alent in price in
comparison to single c)lin&er tractors an& is use& %) the 'armers as single c)lin&er tractor
an& ha$ing e*cellent running power on roa& an& in the culti$ation.
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CHAPTER INTRODUCTION OF THE TOPIC
I1(ro)$c('o1
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FROM
TO
The I1)'a1 Trac(or I1)$(r+*
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2ar surplus tractors an& %ull&oers were importe& 'or lan& reclamation an& culti$ation in
mi& 1@
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?=""" units %) 1@= an& reache& 1
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(ractor manu'acturing is now 'irml) esta%lishe& in n&ia an& is highl) competiti$e with
rapi& a&$ancements %eing ma&e in technical &esign an& 4ualit) with increasing attention
to e*port mar-ets. 7' the 1> companies that %egan operations %e'ore 1@@"s, eight are
consi&ere& ma#or manu'acturers C6icher, 6scorts Lt&, Sonali-a, Mahin&ra an& Mahin&ra,
ohn Deere, Swara#, VS(, an& (A!6.
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Mar7e( hare '1 200>"0? '1 @
Escorts 12.80
Mahindra n Mahindra 28.40
Eicher 7.30
Tafe 15.10
HMT 1.20
Sonalika 8.4
John Deere 8.1
tl !.20
"hi #.50
$thers 1.30
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ABOUT ESCORTS
(he 6scorts 8roup is amongst n&ias lea&ing engineering conglomerates operating in the
high growth sectors o' agri+machiner), construction / material han&ling e4uipment,
railwa) e4uipment an& auto components.
5a$ing pioneere& the 'arm mechaniation in the countr), 6scorts has pla)e& a pi$otal
role in the agricultural growth o' n&ia 'or o$er 'i$e &eca&es. 7ne o' the lea&ing tractor
manu'acturers o' the countr), 6scorts o''ers a comprehensi$e range o' tractors, more than
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6scorts 8roup
Agri
Machiner)
6scorts
ommunicatio
ns
onstruction
64uipments
Railwa)
64uipments
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6scorts has %een a ma#or pla)er in the railwa) e4uipment %usiness in n&ia 'or nearl) 'i$e
&eca&es. (here pro&uct o''ering inclu&es %ra-es, couplers, shoc- a%sor%ers, an& rail
'astening s)stems, composite %ra-e %loc-s an& $ulcanie& ru%%er parts.
n the auto components segment, 6scorts is a lea&ing manu'acturer o' auto suspension
pro&ucts inclu&ing shoc- a%sor%ers an& telescopic 'ront 'or-s. 7$er the )ears, with
continuous &e$elopment an& impro$ement in manu'acturing technolog) an& &esign, new
relia%le pro&ucts ha$e %een intro&uce&. (he 6scort 8roup has also %een operating in the
(6S an& 'inancial ser$ices sectors.
(echnological an& %usiness colla%oration with worl& lea&ers o$er the )ears, glo%all)
competiti$e in&igenous engineering capa%ilities, o$er 1>"" sales an& ser$ice outlets an&
'ootprints in o$er
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THE FOUNDING PHILOSOPH-
Aroun& si* &eca&es %ac- two )oung men were out on a #ourne) together arme& with little
%e)on& intelligence, %usiness acumen an& &etermination an& &reams aplent). (he) %elie$e& that n&ia coul& onl) achie$e total 'ree&om with a %rea-through in the 'iel& o'
agriculture an& mechaniation woul& ha$e to rule the 'iel&s. (heir )outh'ul enthusiasm
ha& -in&le& the hope that one &a) the) woul& ma-e a mar- o' their own. (he) were in
'act writing the 'irst chapter o' what has come to %e wi&el) recognie& as one o' the
greatest success stories in n&ian in&ustr).
6scorts came into %eing with a $ision. A $ision that eschewe& eas) paths to pro'ita%ilit),
an& sought instea& 'or wa)s to ma-e a contri%ution. A $ision that le& two )oung %rothers,;u&i an& 5ari an&a, to %ranch out o' their 'amil)s prospering transport %usiness an&
institute $entures that were to %ecome the 'oun&ations o' 6scorts Limite&. 7n 1?th
7cto%er 1@
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(ragicall), Mr. ;u&i an&a &ie& in an acci&ent in 1@=: + %ut his spirit remaine&
em%e&&e& in the 'oun&ations o' the compan). Mr. 5 0 an&a then too- on the mantle to
realie the &reams, which he ha& alwa)s seen with his %rother.
6scorts CAgents Lt&., an& 6scorts CAgriculture an& Machines Lt&. merge& in 1@=3 to
create a single entit) +6scorts Agents 0$t Lt&. 5a$ing initiall) starte& with a 'ranchise 'or
2estinghouse &omestic appliances, %) this time the ompan) ha& alrea&) e*pan&e& its
mar-eting an& ser$ice operations, representing internationall) -nown 8erman an&
American organiations such as MA, A68, 5aniel / Leug, Knorr Bremse, MA8 an&
BMA 'or sophisticate& electrical an& mechanical engineering e4uipment an& Minneapolis
Moline an& 2isconsin 'or agricultural tractors, implements an& engines. 6scorts ma&e a
ma#or thrust into the agricultural arena %) ta-ing on the mar-eting an& ser$ice 'ranchise
'or Masse) !erguson tractors in orthern n&ia, which soon comprise& ?=H o' M!s all+
n&ia sales + a signal tri%ute to 6scorts inherent strengths. ts 'irst in&ustrial $enture came
up in 1@=1 in technical
cooperation with 9RS9S o' 0olan&. Su%se4uentl) this le& to the manu'acture o' the
countr)s 'irst in&igenous tractors un&er 6scorts own %ran& name, which were to pla) a
pi$otal role in the 8reen Re$olution. (his went on to la) the 'oun&ations that e$en to&a)
are the ompan)s core strengths +rele$ant, worl&+stan&ar& technolog) through strategic
international alliancesG a %roa& %ase& mar-eting an& ser$ice networ- )et unri$alle&G
power'ul s)m%iotic relationships with suppliers an& &ealers an& a%o$e all, the crusa&e to
ma-e a &i''erence.
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Be)on& the growth o' the organiation, these principles ha$e ensure& that Mr. 5. 0.
an&as contri%ution to the cause o' in&ustr) an& the consumer will en&ure. 5e pioneere&
the re$olutionar) concept o' inter&epen&ence %etween ancillar) an& large in&ustries,
institutionaliing $en&or &e$elopment an& in the process %uil&ing !ari&a%a& an& the
entire %elt o' townships in the region. 5e intro&uce& the &iscipline o' ser$ice going
%e'ore mar-eting, reassuring the customer that 6scorts woul& sta) with them, that the)
were here 'or the long run. 5e %uilt lasting alliances with an arra) o' the worl&s most
respecte& names in tractors, in&ustrial e4uipment, two+wheelers, construction e4uipment
an& telecommunications. 8oing 'urther, he create& institutions &e$ote& to $alue
engineering an& training, not onl) as in$estments in the compan)s 'uture %ut also as
catal)sts 'or the enhancement o' n&ian in&ustr) as a wholeF (he 6scorts R/D entre
an& (he 6scorts nstitute o' !arm Mechaniation. 5is concern e*ten&e& to the societ) in
which he wor-e&, an& he mani'este& it %) esta%lishing the 6scorts Me&ical enter at
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!ari&a%a&, 6scorts 5eart nstitute an& Research entre at ew Delhi, as well as
numerous $illage &e$elopment programmes. An& a%o$e all, he im%ue& the corporation
with his own pioneering, entrepreneurial spirit, instilling %oth a conscience.
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Boar) o8 D'rec(or o8 Ecor( L'&'(e)
CHAIRMAN MANAGING DIRECTOR MR. RAA ADA
JOINT MANAGING DIRECTOR MR. K5L ADA
DIRECTORS DR. M.8.K. M67
DR. S.A. DAV6
DR. 0.S. 0R(AM
DR. S.. B5AR8AVA
,ICE PRESIDENT "
LAW COMPAN- SECRETAR- MR. 8. B. MA(59R
E;EC ,ICE PRESIDENT GROUP
FINANCE CHIEF OFFICER MR. R.K. B9D5RAA
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LOGORATIONALE
(he he*agonal nut Cin re& represents a geometric per'ection. (he nut has %een a
'unctional &e$ice that has sta)e& at the core o' man-in&Es engineering a&$entures. n spite
o' mo&ern technologies coming in, it still remains unargua%l) a s)m%ol o' technolog)
an& all that hol&s it together. Loc-e& into the nut is a spanner Cin white, the turning 'orce
'or the s)m%ol o' technolog). (he two pictorial elements are con'igure& together to 'orm
an 6, a pneumonic 'or 6scorts.
A &octrine o' corporate an& engineering openness, the 6scorts logo allows an aisle, a
pathwa) through which new i&eas can wal- in an) time 'reel), gi$ing 6scorts the
character to listen an& a%sor% new an& 'resh thoughts.
(he s)m%ol with its three meanings ma-es a re%us or $isual pun an& is ren&ere& in re&,
the color o' energ) an& &)namism. 6$er) time it is use&, it represents the 6scorts seal o'
4ualit) an& e*cellence.
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ABOUT AGRI MACHINER- GROUP
Bac7:ro$1)
n 1@>", 6scorts set up the strategic Agri Machiner) 8roup CAM8 to $enture into
(ractors.
n 1@>=, the) rolle& out their 'irst %atch o' tractors un&er the %ran& name o' escort.
n 1@>@ a separate compan), 6scorts (ractors Lt&., was esta%lishe& with e4uit)
participation o' !or& Motor o., Basil&on, 9K 'or the manu'acture o' !or& agricultural
(ractors in n&ia.
n the )ear 1@@> 6scorts (ractors Lt&. 'ormall) merge& with the parent compan), 6scorts
lt&.
Since inception, we ha$e manu'acture& o$er 1 million tractors.
Tech1olo:'e
6scorts AM8 has three recognie& an& well+accepte& tractor %ran&s, which are on
&istinct an& separate technolog) plat'orms.
Far&(racF 2orl& lass 0remium tractors, with single re&uction an& epic)clic re&uction
transmissions 'rom 3< to ?= 50.
Poer(rac* 9tilit) an& Value+'or+mone) tractors, o''ering straight+a*le an& hu%+
re&uction tractors 'rom 3< to == 50. n&iaEs o.1 econom) range – engineere& to gi$e
spectacular &iesel econom).
Ecor(* 6conom) tractors ha$ing hu%+re&uction transmission an& twin+c)lin&er engines
'rom :? to 3= 50. 0ioneering %ran& o' tractors intro&uce& %) 6scorts with un%eata%le
a&$antages.
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I1(er1a('o1al S$%')'ar'e
6scorts AM8 has two international su%si&iaries
!armtrac orth America LL in the 9.S.A
!armtrac (ractors 6urope Sp. o.o.in 0olan&
(he) now cater to
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AGRI MACHINERY’S FUNCTIONAL E!ARTMENT
D6(ALS 7! 6S7R(S (RA(7RS
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!armtrac 3" 5ero I:>+3" 50 ategor)J
Escort Series
6scorts 3:= osh I:=+3" 50 ategor)J
6scorts awan M0( I:=+3" 50 ategor)J
6scorts 33= osh I31+" 50 ategor)J
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!armtrac ?" I>"+?" 50 ategor)J
!armtrac " I?1+" 50 ategor)J
PRODUCT /NOWLEDGE
Se:&e1(a('o1 o8 Trac(or
(he n&ian tractor in&ustr), in line with the tractor in&ustr) worl&wi&e, is segmente& on
the %ases o' the power &eli$ere& %) the engine. i.e., horsepower C50. 5owe$er the
a$erage tractor sie in n&ia is 3=hp, while it is much higher in &e$elope& countries.
2hile in the international mar-et, the tractors with an engine power o' less then =" hp are
classi'ie& as small tractors, those with less than 3" hp are classi'ie& as small tractors %ut,
in n&ia, 31+
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Tractor: Segment-Wise Break-Up On The Basis Of HP
S&all (rac(or
(he :1+3" hp small tractors account 'or :" H o' the total &eman&. (hese tractors are
suita%le 'or so't soil con&ition o' northern states such as 0un#a% har)ana an& western part
o' 9ttarpra&esh.
Me)'$& ra1:e (rac(or
(he me&ium range segments comprising 31+
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Per8or&a1ce a( a :la1ce
4AMG GROUP6
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F'1a1c'al 3er8or&a1ce
Pro8'( Be8ore Ta (in crores)
"##$%#& "##&%#'"##'%#(
!BT )*+** %,'+))"&+,*
Pro8'( a8(er (a (in crores6
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200!"0# 200#"0> 200>"0?
PAT < "#== ?>
SALES ANAL-SIS
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-EAR DOMESTIC E;PORT TOTAL
"##&%"##' *''&' $""$ $"--"
"##'%"##( $)### &*$# $-*$#
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Ra('o a1al+'
A ratioE is &e'ine& as the in&icate& 4uotient o' two mathematical e*pressions an& as the
relationship %etween two or more things. n !inancial anal)sis, a ratio is use& as
%enchmar- 'or e$aluating the 'inancial position an& per'ormance o' a 'irm. Ratios help to
summarie large 4uantities o' 'inancial &ata an& to ma-e 4ualitati$e #u&gment a%out the
'irmEs 'inancial per'ormance.
Ratio anal)sis in$ol$es comparison 'or a use'ul interpretation o' the 'inancial statements.
Single ratio in itsel' &oes not in&icate 'a$ora%le or un'a$ora%le con&ition. (here'ore in
this report it is compare& withF
0ast ratios, i.e. ratios calculate& 'rom the past 'inancial statements o' the same
compan).
ompetitorEs ratios, i.e. Ratio o' the ma#or competitor at the same point in time.
0ro#ecte& ratios, i.e., ratios &e$elope& using the pro#ecte&, 0er'orma, 'inancial
statements o' the same 'irm.
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Since li4ui&it) ratios an& Acti$it) ratios help to measure the 'irmEs a%ilit) to meet current
o%ligations an& 'irmEs e''icienc) in utiliing its assets respecti$el), these two ha$e %een
use&.
OBJECTI,E OF RATIO ANAL-SIS
• t is help'ul in anal)sis o' 'inancial statement.
• t helps in simpli'ication o' accounting &ata.
• 5elp'ul in comparati$e stu&ies.
• t helps in locating wea- spots o' the %usiness.
• 5elp'ul in 'orecasting.
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• 6stimate a%out tren&s in %usiness
• (o ha$e e''ecti$e control.
• (o stu&) a%out the 'inancial soun&ness.
• 5elps in 'i*ation o' i&eal stan&ar&s.
NOTE* As, separate 'inancial reports are not maintaine& 'or AM8, 'igures ha$e %een
ta-en 'rom the %alance sheet o' 6scorts
T-PES OF RATIO*"
(here is 'our t)pes o' ratio which is use& 'or calculating the 'irm 'inancial position
L'&'(a('o1 o8 Ra('o a1al+'
RATIO
ANAL-SIS
LIQUIDIT-
RATIO
PROFITABILIT-
RATIO
ACTI,IT-
RATIO
LE,ERAGE
RATIO
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t is &i''icult to &eci&e on the proper %asis o' comparison.
(he comparison is ren&ere& &i''icult %ecause o' &i''erences in situations o' two
companies or o' one compan) o$er )ears.
0rice le$el changes ma-e the interpretation o' ratios in$ali&.
(he &i''erences in the &e'inition o' items in the %alance sheet an& pro'it an& loss
account ma-e the interpretation o' ratios &i''icult.
(he results are %ase& on highl) summarie& in'ormation. onse4uentl), situations
that re4uire control might not %e apparent or situations that &o not want
signi'icant e''orts might %e unnecessaril) highlighte&.
L'$')'(+ Ra('o
Li4ui&it) ratios measure the a%ilit) o' the 'irm to meet its current o%ligations. t isnecessar) to stri-e a proper %alance %etween high li4ui&it) an& lac- o' li4ui&it). A high
&egree o' li4ui&it) means that a 'irmEs 'un& will %e unnecessaril) tie& up in current assets.
2hereas lac- o' li4ui&it), implies 'ailure o' a compan) to meet its o%ligations &ue to lac-
o' su''icient li4ui&it).
(he ratios, which are use& 'or the anal)sis o' 6scorts li4ui&it) position in this report, areF
urrent Ratio
Nuic- Ratio
LIQUIDIT-
RATIOS
9RR6( RA(7
Nuic- Ratio
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C$rre1( ra('o
urrent ratio is calculate& %) &i$i&ing current assets %) current lia%ilitiesF
urrent ratio O urrent Assets
urrent Lia%ilities
200!"0# 200#"0> 200>"200?
C$rre1( Ra('o. .0 2<
S':1'8'ca1ce*+ As a con$entional rule a current ratio o' : to 1 or more is consi&ere&
satis'actor) %ecause in a worse situation, e$en i' the $alue o' current assets %ecome hal',
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the 'irm will %e a%le to meet its o%ligation. urrent ratio re'ers to the margin o' sa'et) 'or
cre&itors there'ore higher the current ratio, the greater the margin o' sa'et).
Co&&e1(*+!rom the a%o$e ta%le it can %e interprete& that 6scortsE li4ui&it) position is
more or less constant .6scortsE current ratio has increase& 'rom 1.13 in :""=+"> to 1.3"H
in :"">+"? %ut has &ecrease& 'rom 1.3"H in :"">+"? to 1.:@H in :""?+".
Q$'c7 Ra('o
Nuic- ratio esta%lishes a relationship %etween 4uic- or li4ui& assets an& current
lia%ilities. An asset is li4ui& i' it can %e con$erte& into cash imme&iatel) or reasona%l)
soon without a loss o' $alue. n$entories are consi&ere& to %e less li4ui& there'ore 'or
calculating 4uic- ratio the) are &e&ucte& 'rom current assets.
Nuic- Ratio O urrent Assets – n$entor)
urrent Lia%ilities
"##$%#& "##&%#' "##'%#(
.ui/0 ratio #+(, ,+#*
#+-(
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S':1'8'ca1ce* 8enerall), the 4uic- ratio o' 1F1 is consi&ere& to %e satis'actor). Nuic-
ratio thus more rigorous test o' li4ui&it) than the current ratio an&, when use& together
with current ratio, it gi$es a %etter picture o' short term 'inancial position o' the 'irm.
Co&&e1(*+6scortsE 4uic- ratio in the current )ear has &ecrease& in comparison to
pre$ious )ear. Although 4uic- ratio is more penetrating test o' li4ui&it) than current ratio,
)et it shoul& %e use& cautiousl) as all &e%tors ma) not %e li4ui& an& cash ma) %e
imme&iatel) nee&e& to pa) operating e*penses.
Ac(''(+ Ra('o
Acti$it) Ratios are use& to e$aluate the e''icienc) with which the 'irm manages an&
utilies its assets. (hese ratios are also calle& turno$er ratios as the) in&icate the spee&
with which the 'irm manages an& utilies its assets.
Acti$it) ratios, which are use& to anal)e 6scorts e''ecti$eness in Asset utiliation, areF
n$entor) (urno$er
De%tor (urno$er
et Assets (urno$er
urrent Asset (urno$er
re&itor (urno$er
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I1e1(or+ T$r1oer
t in&icates the e''icienc) o' the 'irm in pro&ucing an& selling its pro&uct. t is calculate&
%) &i$i&ing Sales %) a$erage in$entor). n a manu'acturing compan) in$entor) o' 'inishe& goo&s is use& to calculate in$entor) turno$er.
n$entor) (urno$er O Sales
A$erage n$entor)
"##$%#& "##&%#' "##'%#(
In1entor2 turno1er ,#+,$ ,)+,# -+('
ACTI,IT-RATIOS
V6(7(; (9R7V6R
D6B(7R (9R7V6R
6( ASS6S( (9R7V6R
9RR6( ASS6S( (9R7V6R
R6D(7R (9R7V6R
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S':1'8'ca1ce*"
(his ratio in&icates whether or not the stoc- has %een e''icientl) utilise&. t shows the
spee& with which the stoc- is rotate& into sales. (he higher the ratio, the %etter it is, since
it in&icates that the stoc- is selling 4uic-l). n %usiness where stoc- turno$er is high
goo&s can %e sol& at low margin o' pro'it an& e$en then the pro'ita%ilit) can %e high.
Co&&e1(*
6scorts n$entor) turno$er ratio o' the compan) is goo& it means that there is proper
out'low o' the stoc- an& goo&s &o not remain in the go &own 'or a long time
De%(or T$r1oer Ra('o
De%torsE turno$er in&icates the num%er o' times &e%torsE turno$er each )ear. 5igher the
$alue o' De%tors turno$er, the more e''icient is the management o' cre&it. (he li4ui&it)
position o' the 'irm &epen&s on the 4ualit) o' the &e%tors to a great e*tent. (wo ratios
%eing use& in the report to anal)e li4ui&it) o' &e%tors areF
De%tors (urno$er
ollection 0erio&
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De%tors (urno$er O et cre&it sales
A$erage &e%tor
"##$%#& "##&%#' "##'%#(
e3tors turno1er #+"& #+), #+,&
Collec('o1 Per'o) O De%tors * no o' &a)s
8ross Sales
"##$%#& "##&%#' "##'%#(
Co44e/tion 5eriod *-+## &$+$# ''+,)
NOTE* For calc$la('1: (he collec('o1 3er'o)5 (he 1$&%er o8 )a+ hae %ee1 (a7e1
a .#! '1(ea) o8 .00
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S':1'8'ca1ceF (his ratio in&icates the spee& with which the amount is collecte& 'rom
&e%tors. (he higher the ratio, the %etter it is, since it in&icates that amount 'rom &e%tors is
%eing collecte& more 4uic-l). (he less the ris- 'rom %a& &e%t, an& so the lower the
e*penses o' collection an& increase in the li4ui&it) o' the 'irm
Co&&e1(* (he &e%tors turno$er ratio 'or the )ear :""?+" is .1> an& is lower than :"">+
"?. Li-ewise the collection perio& has also increase& which is not a goo& in&ication.
(he shorter the a$erage collection perio&, the %etter the 4ualit) o' &e%tors, since a short
collection perio& implies prompt pa)ments %) &e%tors. Although 6scorts has a ero &e%t
cre&it polic) %ut through channel 'inance 'acilit) %) means o' hun&i it is gi$ing cre&it up
to @" &a)s, comparing this with the a$erage collection perio&, its collection an& cre&it
e''icienc) appears to %e satis'actor).
A too low collection perio& is also not necessaril) 'a$ora%le as it ma) in&icate a $er)
restricti$e collection an& cre&it polic). Because o' the 'ear o' %a& &e%t loses the 'irm ma)
%e selling to those onl) whose 'inancial con&itions are un&ou%te&l) soun& an& who are
$er) prompt in ma-ing the pa)ment. Such a polic) succee&s in a$oi&ing the %a& &e%t
loses, %ut it curtails sales so se$erel) that o$erall pro'its are re&uce&.
Ne( Ae( T$r1oer Ra('o
A 'irmEs a%ilit) to pro&uce a large $olume o' sales 'or a gi$en amount o' net assets is the
most important aspect o' its operating per'ormance. 9nutilie& or un&erutilie& assets
increase the 'irmEs nee& 'or costl) 'inancing as well as e*penses 'or maintenance an&
up-eep. et assets turno$er is calculate& %) &i$i&ing sales %) net assets.
et assets turno$er O Sales
et Assets
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"##$%#& "##&%#' "##'%#(
NAT ,+," ,+)* ,+""
S':1'8'ca1ce* (his ratio is o' particular importance in manu'acturing concerns where the
in$estment in assets is 4uite high. (his ratio re$eals how e''ecti$el) the assets are %eing
utilise&, compare& with pre$ious )ear.
Co&&e1(*+ 6scortsE net assets turno$er has increase& in :"">+"? %ut in :""?+" it show
&ecrease in compare to pre$ious )ear. (he net assets turno$er o' 1.:: implies that it is
pro&ucing Rs. 1.:: sales 'or one rupee o' capital emplo)e&.
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t shoul& %e interprete& cautiousl) %ecause the &enominator o' the ratio inclu&es 'i*e&
assets net o' &epreciation. (hus ol& assets with lower %oo- $alue ma) create a mislea&ing
impression o' high turno$er without an) impro$ement in sales.
C$rre1( Ae( a1) 1e( or7'1: ca3'(al ($r1oer ra('o
(his ratio shows the e''icienc) with which the 'irm is utiliing its current assets.
urrent Assets (urno$er O Sales
urrent Assets
"##$%#& "##&%#' "##'%#(
Current assets turno1er ratio "+$' "+&" "+)$
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No(e *" Lo1e a1) a)a1ce are 1o( (a7'1: he1 e calc$la(e c$rre1( ae(
Ne( or7'1: ca3'(al ($r1oer ra('o Sale Ne( Wor7'1: Ca3'(al
"##$%#& "##&%#' "##'%"##(
Net 6or0in7 /a5ita4 turno1er ratio ,)+## ,,+,- ,#+$,
Co&&e1(F+nterpreting the reciprocals o' these ratios 6scorts nee& Rs "."@= in$estments
in current assets 'or generating a sale o' one rupee.
n case o' wor-ing capital turno$er 6scorts has signi'icantl) impro$e&. t nee&s Rs "."@=
o' net current assets 'or generating sale o' one rupee which has increase 'rom Rs "."@ in
:"">+"?.
Cre)'(or ($r1oer ra('o
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re&itors turno$er O et cre&it purchase
A$erage re&itors
"##$%#& "##&%#' "##'%#(
C+T #+)' #+$"#+*&
COMMENT* Ecor( cre)'( ($r1oer ra('o ' '1 '1creae '1 200#"0> a co&3are (o
3re'o$ +ear h'ch ' :oo) 8or (he co&3a1+ Beca$e '1 (h' +ear (he ('&e 3er'o)
o8 3a+&e1( ' :rea(er %$( (he ra('o ' :o'1: (o )ecreae '1 200>"0? a co&3are (o
3re'o$ +ear
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Pro8'(a%'l'(+ Ra('o
A compan) shoul& earn pro'its to sur$i$e an& grow o$er a long perio& o' time. 0ro'it is
the measurement o' the e''icienc) o' the %usiness.
8enerall) there are two t)pes o' pro'ita%ilit) ratios calculate&F
• 0ro'ita%ilit) in relation to sales.
• 0ro'ita%ilit) in relation to in$estment.
0ro'ita%ilit) ratios, which are use& to anal)e 6scorts pro'ita%ilit), areF
8ross 0ro'it Ratio
et 0ro'it Ratio
7perating pro'it Ratio
Return 7n 64uit)
Rate o' Return
0R7!(ABL(; RA(7
8R7SS 0R7!( RA(7
6( 0R7!( RA(7
706RA(8 0R7!( RA(7
R6(9R 7 6N9(;
RA(6 7! R6(9R
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GROSS PROFIT RATIO*
8ross margin, 8ross pro'it margin or 8ross 0ro'it Rate can %e &e'ine& as the amount o'
contri%ution to the %usiness enterprise, a'ter pa)ing 'or &irect+'i*e& an& &irect+$aria%le
unit costs, re4uire& to co$er o$erhea&s C'i*e& commitments an& pro$i&e a %u''er 'or
un-nown items. t e*presses the relationship %etween gross pro'it an& sales re$enue.
(he ratio shows the relationship %etween gross pro'it an& sales.
8ross 0ro'it
8ross 0ro'it Ratio O P 1""
et Sales
et Sales O Sales – Sales Return
"##$%#& "##&%#' "##'%#(
G!R ,* ,"+(& ,$+'#
http://en.wikipedia.org/wiki/Gross_profithttp://en.wikipedia.org/wiki/Revenuehttp://en.wikipedia.org/wiki/Gross_profithttp://en.wikipedia.org/wiki/Revenue
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S':1'8'ca1ceF (his ratio measures the margin o' pro'it a$aila%le in on sales. o i&eal
stan&ar& is 'i*e& 'or this ratio, %ut it shoul& %e a&e4uate enough to meet not onl)
operating e*penses %ut also to pro$i&e 'or &epreciation, interest on loans, &i$i&en&s an&
creation o' reser$e.
Co&&e1(F+ As the 'igure constitute that the 8ross pro'it o' the compan) is continuousl)
increases which is $er) signi'icant result %ut still compan) ha$e to 'in& out new wa) to
increase there pro'it
Ne( Pro8'( Ra('o*
0ro'it margin, net margin, net pro'it margin or net pro'it ratio all re'er to a measure o'
pro'ita%ilit). t is calculate& %) 'in&ing the net pro'it as a percentage o' the re$enue.
et 0ro'it
Ca et 0ro'it Ratio O P 1""
et Sales
200!"0# 200#"0> 200>"0?
NPR 0? "0. 0#0
http://en.wikipedia.org/wiki/Profit_(accounting)http://en.wikipedia.org/wiki/Net_profithttp://en.wikipedia.org/wiki/Revenuehttp://en.wikipedia.org/wiki/Profit_(accounting)http://en.wikipedia.org/wiki/Net_profithttp://en.wikipedia.org/wiki/Revenue
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S':1'8'ca1ceF+ (he pro'it margin is mostl) use& 'or internal comparison. t is &i''icult to
accuratel) compare the net pro'it ratio 'or &i''erent entities. A low pro'it margin in&icates
a low margin o' sa'et)F higher ris- that a &ecline in sales will erase pro'its an& result in a
net loss.
Co&&e1(F+6scorts net pro'it is negati$e in :"">+"? %ut in :""?+" it is .>".(he ratio in
the current )ear is 4uite signi'icance
706RA(8 0R7!( RA(7F
n %usiness, operating margin, operating income margin, operating pro'it margin or return
on sales CR7S is the ratio o' operating income &i$i&e& %) net sales, usuall) presente& in
percent
7perating et 0ro'it
7perating 0ro'it Ratio O P1""
et Sales
7perating net pro'it O net pro'itQ non operating e*penses+non operating income
200!"0# 200#"0> 200>"0?
OPR .! 000> !>
http://en.wikipedia.org/wiki/Businesshttp://en.wikipedia.org/wiki/Operating_incomehttp://en.wikipedia.org/wiki/Revenuehttp://en.wikipedia.org/wiki/Businesshttp://en.wikipedia.org/wiki/Operating_incomehttp://en.wikipedia.org/wiki/Revenue
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RETURN ON EQUIT- 4ROE6*
64uit) sharehol&ers o' a compan) are more intereste& in -nowing the earning capacit) o'
their 'un&s in the %usiness. As such, this ratio measures the pro'ita%ilit) o' the 'un&s
%elonging to the e4uit) sharehol&ers. Since the pro'it a$aila%le to e4uit) sharehol&ers will
%e the pro'it le't a'ter pa)ment o' interest, ta*es an& &i$i&en& on pre'erence share capital.
et pro'it a'ter interest, ta* an 0re'erence &i$i&en&
Return on 64uit) Sharehol&erEs !un&s
O P1""
64uit) Sharehol&erEs !un&
For e:.F et worth O1crore
Loan 1"HO3" lac-s
(a* rate O3"H
Share O1 lac-s
0ro'it O1" lac-s C%e'ore interest an& ta*
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0ro'it a'ter interest %ut %e'ore ta* O1" lac-s+ 3 lac-sO? lac-s
0ro'it a'ter ta* O?lac-s+ :.1"lac-sO"0?
ROESFR ?> "0!? 0
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Ra(e o8 re($r1*
n 'inance, rate o' return CR7R, also -nown as return on in$estment CR7, rate o' pro'it
or sometimes #ust return, is the ratio o' mone) gaine& or lost Cwhether realie& or
unrealie& on an in$estment relati$e to the amount o' mone) in$este&. (he amount o'mone) gaine& or lost ma) %e re'erre& to as interest, pro'itloss, gainloss, or net
incomeloss. (he mone) in$este& ma) %e re'erre& to as the asset, capital, principal, or the
cost %asis o' the in$estment. R7 is usuall) e*presse& as a percentage rather than a
'raction
0ro'it %e'ore ta*, interest an& &i$i&en&s on in$estment
O P1"" et 2orth
0ro'it %e'ore interest, ta* an& &i$i&en& O 0ro'it a'ter interest %ut %e'ore ta* Q interest pai&
+ interest income
200!"0# 200#"0> 200>"0?
ROR >2 =# #?2
http://en.wikipedia.org/wiki/Financehttp://en.wikipedia.org/wiki/Moneyhttp://en.wikipedia.org/wiki/Investmenthttp://en.wikipedia.org/wiki/Interesthttp://en.wikipedia.org/wiki/Profit_(accounting)http://en.wikipedia.org/wiki/Assethttp://en.wikipedia.org/wiki/Capital_(economics)http://en.wikipedia.org/wiki/Debthttp://en.wikipedia.org/wiki/Cost_basishttp://en.wikipedia.org/wiki/Financehttp://en.wikipedia.org/wiki/Moneyhttp://en.wikipedia.org/wiki/Investmenthttp://en.wikipedia.org/wiki/Interesthttp://en.wikipedia.org/wiki/Profit_(accounting)http://en.wikipedia.org/wiki/Assethttp://en.wikipedia.org/wiki/Capital_(economics)http://en.wikipedia.org/wiki/Debthttp://en.wikipedia.org/wiki/Cost_basis
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S':1'8'ca1ce* (his ratio helps in ta-ing &ecisions regar&ing capital in$estment in the new
pro#ects. (he new pro#ects will %e commence& onl) i' the rate o' return on capital
emplo)e& net worth in such pro#ects is e*pecte& to %e more than the rate o' %orrowings.
Co&&e1(F (he rate o' return o' 6scorts is increase current )ear in compare to pre$ious
)ear which is signi'icance.
LE,ERAGE RATIOS
Long term cre&itors li-e the &e%entures hol&ersG 'inancial institutions etc. are intereste& in
the 'irmEs long+term 'inancial strength. (hese ratios are calculate& to assess the a%ilit) o'
the 'irm to meet its long+term lia%ilit) as an& when the) %ecome &ue.
(o #u&ge the 'inancial position o' the 'irm, 8'1a1c'al leera:e, or ca3'(al (r$c($re ra('o
are calculate&. (hese ratios in&icate mi* o' 'un&s pro$i&e& %) owners an& len&ers.
Le$erage ratio 'or 'in& the long term lia%ilit) o' 6scorts areF
De%t –64uit) Ratio
De%t to total 'un& ratio
0roprietar) ratio
LE,ERAGE
RATIO
0R70R6(AR;
RA(7
D6B( 69(;
RA(7
D6B( (7 (7(AL!9D RA(7
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DEBT"EQUIT- RATIO*
Se$eral &e%t ratios ma) %e use& to anal)se the long term sol$enc) o' the 'irm. (he 'irm
ma) %e intereste& in -nowing the portion o' the interest+%earing &e%t Calso calle& 'un&ing
&e%t in the capital structure. t in&icates the proportion o' 'un&s which are ac4uire& %)
long term %orrowing in comparison to sharehol&ers 'un&s.
De%t Long (erm Loan
De%t 64uit) Ratio O 7R
64uit) Sharehol&erEs !un&s
Long+term LoansF + De%entures Q Mortgage Loans Q Ban- LoanQ Loan 'rom !inancial
nstitutions an& 0u%lic Deposits.
Sharehol&ers !un&sF + 64uit) Share apital Q 0re'erence Share apital Q Share 0remium
Q 8eneral Reser$es Q apital Reser$es Q re&it Balance o' 0ro'it an& Loss Accounts an&
Accumulate& Losses an& !ictitious Assets are &e&ucte&.
-ear 200!"0# 200#"0> 200>"0?
De%( E$'(+ Ra('o 0#0 0=2 0.
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S':1'8'ca1ce* (he normall) accepte& &e%t e4uit) ratio is :F1. ' this ratio is higher than
:F1, it means that long term %orrowing is more than twice in comparison to 'un&s to
pro$i&e %) owners an& it will in&icate a ris-) 'inancial position.
Co&&e1(F+As we can see that the 'irm &e%t+e4uit) ratio is continuousl) &ecrease so we
can sa) that the 'irm 'inancial position is goo& to a) itEs long term &e%t
DEBT TO TOTAL FUNDS RATIO
(his ratio e*presses the relationship %etween long term &e%t an& sharehol&erEs 'un&. t
in&icates the proportion o' 'un&s which are ac4uire& %) long term %orrowings in
comparison to sharehol&erEs 'un&s. (his ratio is calculate& to assess the a%ilit) o' the 'irm
to meet its long term lia%ilities
De%t Long term loans
7r
De%t to total 'un&s Ratio O
De%t Q 64uit) Long term loans Q Sharehol&erEs !un&
Lo1: Ter& Loa1 O De%entures Q Mortgage Loans Q Ban- Loans Q Loan 'rom
!inancial nstitutions Q 0u%lic Deposits.
Sharehol)er 8$1) O 64uit) Share apital Q 0re'erence Share apital Q Share 0remium
Q 8eneral Reser$e Q apital Reser$e Q 7ther Reser$es Q re&it Balance o' 0L account +
Accumulate& Losses +!ictitious Assets + De%it %alance o' 0L account.
FOR EG.O long term loanO 1 lac-
Share hol&er 'un&O: lac-
De%t 64uit) ratioO .33
Or
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Long term loan O : lac-
Share hol&er 'un& O 1 lac-
De%t e4uit) ratioO .>>>
-ear 200!"0# 200#"0> 200>"0?
De%( To To(al
F$1) Ra('o
0#! 0>= 0>#
S':1'8'ca1ce* " De%t to total 'un&s ratios o' ".>?F1 Cor >?H is consi&ere& satis'actor). A
higher ratio than this is generall) consi&ere& as the in&icator o' ris-. Because it means
that the 'irm &epen&s too much on outsi&es loans 'or the e*istence. An) with&rawal o'
'un&s %) the len&ers will put the compan) in &i''iculties.
ommentF De%t+64uit) ratio o' 6scorts is going to increase which is not satis'actor).
!rom the a%o$e e*ample we can sa) that the &e%t e4uit) ratio is less than in compare to
pre$ious )ear .this graph shows that the long term loan is greater than the share hol&er
'un& which is not goo& 'or the compan).
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PROPRIETOR- RATIO*
(his ratio in&icates the proportion o' total 'un&s pro$i&e& %) owners or sharehol&ers.
64uit) Sharehol&erEs !un&s
0roprietar) Ratio O or
De%t Q 64uit) Sharehol&erEs !un&s Q Long+(erm loans
-ear 200!"0# 200#"0> 200>"0?
Pro3r'e(ar+ Ra('o 0=0 0=2 02<
S':1'8'ca1ce* " (he ratio shoul& %e 33H or more that that. A higher proprietar) ratio is
generall) treate& as an in&icator o' soun& 'inancial position 'rom long term point o' $iew.
Because it means that 'irm is less &epen&ent on e*ternal sources o' 'inance. 7n the other
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han& lower the ratio, the less secure& are the long term loans an& the 'ace the ris- o'
losing their mone).
O%9ec('e5 Sco3e l'&'(a('o1 o8 (he ($)+
OBJECTI,ES
(he o%#ecti$e o' the pro#ect is to 'in& out the perception o' the single c)lin&er
tractor.
(o -nown a%out the pro%lems 'ace& %) the customers.
s !ARM(65 which is a &ou%le c)lin&er tractor is a%le to compete with the
single c)lin&er tractors.
SCOPE
(he scope o' this pro#ect is $er) important, as the compan) must -now a%out the
customerEs perception, what are the implementations o' a single c)lin&er tractor
accor&ing to the tractor owners. An& what are the &eman& &ri$ers an& the 'actors which
are reall) in'luencing a %u)erEs &ecision at the time o' %u)ing a single c)lin&er tractor.
RATINALE
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(he rationale %ehin& wor-ing on this pro#ect is on interest to wor- in the 'iel& o' mar-et
research an& to -nowing the important process o' launching the new pro&uct in the
mar-etG impro$es m) -nowle&ge %ase as well as groom m) s-ills. ha$e come to -now
that -nowing the 0erception is a signi'icant aspect o' the new pro&uct &e$elopment .
Research Metho&olog)
1. 7B6(V6 7! (56 R6S6AR5
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• 5ow the consumers percei$e the %ran& Ree%o- $is+T+$is competitors.
• Do the comparati$e anal)sis o' Ree%o- with competiti$e %ran&s on
certain attri%utes.
• (o -now the similarities an& &issimilarities %etween the $arious %ran&s
un&er consi&eration.
• (o ma-e a multi+&imensional perceptual map 'or the %ran&s un&er
consi&eration.
• (o gauge the store image o' Ree%o- $is+a+$is
competitors.
• (o -now the e''ecti$eness o' Ree%o- a&$ertising
2 LITERATURE SUR,E-
An e*tensi$e literature sur$e) is &one to gather.
• n'ormation relate& to the %ran& through %rochures, $isiting the manu'acturing
unit at aurangpur.
• n'ormation on %ran& position
• n'ormation regar&ing $arious tools to %e use& to measure attitu&es / anal)se the
collecte& &ata
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• n'ormation a%out our competitorsU
R6S6AR5 D6S8
Due care is ta-en to ensure minimum %ias / ma*imum relia%ilit) .
Reearch
Research is a scienti'ic an& s)stematic stu&) 'or pertinent in'ormation on a speci'ic topic.
Research in common parlance re'ers to search 'or -nowle&ge t is the pursuit o' truth
with the help o' stu&), o%ser$ation, comparison an& e*periment. n short, search 'or -nowle&ge through o%#ecti$e an& s)stematic metho& o' 'in&ing solution o' the pro%lem is
research.
Reearch Me(ho)
Research metho&s ma) %e un&erstoo& as all those metho&s techni4ues that are use& 'or
con&uction o' research.
Reearch Me(ho)olo:+
Research Metho&olog) is not onl) the application o' the research metho&s %ut also the
comparison o' the logic %ehin& the metho&s that is %eing use& in this conte*t o' research
stu&) an& e*plain wh) particulars metho&s or techni4ues are use& an& wh) others are not
%eing use&. Research metho&olog) is a wa) to s)stematicall) sol$e the research pro%lem.
n this $arious steps that are generall) a&opte& %) a researcher in stu&)ing his research
pro%lem along with the logic %ehin& them are stu&ie& in or&er to ha$e a clear $iew o' the
stu&).
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(he present stu&) is %ase& upon the Descripti$e cum 6*plorator) metho& o' research to
in$estigate proce&ures at micro le$el. As the stu&) is anal)ing / pro%ing in nature, thus,
it is almost entirel) %ase& on the primar) &ata generate& through 4uestionnaires an&
o%ser$ations. (o support 'urther secon&ar) &ata was also collect& 'rom organiational
recor&s / &ocuments, compan) reports an& %oo-s.W
(his chapter has %een &i$i&e& into 'i$e sections as 'ollows F+
• Research Design
• ollection o' &ata
• 9ni$erse an& sur$e) population
• Sample
• Anal)sis pattern
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Reearch De':1
ollection o' Data
Research Design
9ni$erse an& Sur$a)
0opulation
Sample
Anal)sis 0attern
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A research &esign is the arrangement o' con&ition 'or collection an& anal)sis o' &ata in
manner that aims to com%ine rele$ance to the research purpose with econom) in
proce&ure.W n 'act, the research &esign is the conceptual structure within which research
is con&ucte& . t constitutes the %lueprint 'or the collection, measurement an& anal)sis o'
the &ata. 9ni$erse / sur$e) population, sampling, anal)sis pattern all are the &i''erent
parts o' this structure.
(he present stu&) is Decr'3('e as well as E3lora(or+ stu&) %ecause the pro#ect is
%ase& on the in'ormation collecte& 'rom the stu&) o' &ealerEs perception 'or the pro&ucts
o' the 'irm, which is 'urther utilie& 'or the anal)sis o' the &ata. (hen the comprehensi$e
anal)sis is &one an& e''orts are %eing ma&e to e*plore the new insights into the pro%lem,
so that suggestions 'or the 'urther impro$ement o' the s)stem can %e suggeste&.
Da(a Collec('o1F
Data collection is the most critical part o' an) Research 0ro#ect. (his is the process o' i&enti')ing the suita%le an& rele$ant sources o' &ata an& than collecting the &ata 'rom
$arious selecte& sources, so that the collecte& &ata can %e utilie& 'or the 'urther progress
o' the stu&), %ecause collecte& &ata is anal)e& an& interprete& in or&er to 'in& out the
$alua%le 'in&ings.
n the present stu&) %oth t)pe o' &ata+ 0rimar) as well as secon&ar) are use&. But a
massi$e part o' the &ata was collecte& through primar) &ata. (he main sources 'rom
which the &ata was selecte& can %e outline& as 'ollowsF
Pr'&ar+ o$rce*
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O%era('o1* B) o%ser$ation metho& &ata is collecte&. 2hile wor-ing on the pro#ect
relate& to Mar-et Anal)sis were o%ser$e& an& this &ata was then 'urther utilie& 'or the
anal)sis an& interpretation.
2 Q$e('o11a're* Nuestionnaires were use& to measure the s)stem e''ecti$eness %)
getting them 'ille& %) the &ealers o' the pro&ucts manu'acture& %) the organiation. (he
4uestionnaire constitute& XX 4uestions. Dealers were as-e& to 'ill up the 4uestionnaires
as per their e*periences a%out pro&ucts o' compan).
Seco1)ar+ Da(a So$rce*
1. Recor)* !or the comprehensi$e &ata collection $arious recor&s relate& to the su%#ect
o' stu&) were use&.
:. Boo7F Some use'ul %oo-s were also use& in the stu&) 'or the purpose o' ha$ing a
per'ect %len& o' rele$ant theoretical an& practical aspects.
3. We%'(eF 2e%sites relate& to the su%#ect o' the stu&) were also re'erre& 'or the 'urther
&ata collection.
SAMPLE DESIGN
TARGET POPULATION * Males / !emales a%o$e 1> )rs. 7' age in Delhi region
&uring the month o' an+!e%.:""3
Sample Sie F ?=
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Strati'ie& ran&om sampling is &one to ensure relia%ilit) / minimie %ias.
(he population is strati'ie& w.r.t. income.
ncome strata
Less than Rs.1="""
L)ing %etween Rs.1=""" to Rs.:="""
Rs.2!000 a1) a%oe
FORMULATING ATHE QUESTIOINNAIRE
• /ee3'1: '1 &'1) (he o%9ec('e o8 (he reearch ar'o$ $e('o1 hae %ee1
8or&$la(e)
• The $e('o11a're 8ra&e) ha %ee1 )'')e) '1(o (o 3ar( 7ee3'1: '1(o
co1')era('o1 (he lac7 o8 ('&e aa'la%le '(h (he re3o1)e1( a( (he &ar7e(
3lace here (he $re+ ha %ee1 co1)$c(e)5 a1) (he 1$&%er o8 a((r'%$(e (o
%e &ea$re)
PREPARATION OF THE REPORT
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DATA COLLECTION
METHODS *
Q$e('o11a're &e(ho)
2 Pero1al '1(er'e
SOURCES OF INFORMATION
3r'&ar+ o$rce
2 co1$&er $re+
. Seco1)ar+ o$rce
= B$'1e I1)'a
! B$'1e (o)a+
# B$'1e orl)
> Jo$r1al '1 (he co&3a1
FINDINGS OF THE STUD-
Single c)lin&er mar-et is &ominate& %) eicher :
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Mahin&ra an& Mahin&ra the lea&ing tractor manu'acturer has not 'in& an) place
in the single c)lin&er segment. (he other two lea&ing companies i.e (a'') an& 6scorts ha$e not )et launche&
their tractor in this segment.
(he sales o' tractor are &epen&ent mainl) on the acti$eness o' sales person. Rural people are not much aware an& %othere& a%out %ran&s.
0eople generall) loo- at their close relati$e 'or %u)ing.
CONCLUSION SUGGESTIONS
(he summer training has gi$en me the opportunit) to learn a%out the corporate worl&. t
has surel) ma&e a per'ect %alance %etween the theoretical an& practicle aspect o' this
course. t ga$e me an opportunit) to wor- in the rural sctor which was not e*plore& much
in the theories.
(he #o% that was gi$en to me the to con&uct a mar-et research on the growth opportunit)
o' the single c)lin&er tractorW, which was success'ull) complete& &uring the tenureo' m)
summer training.
(his pro#ect also helpe& me to wor- 'or achie$ing the targets. (his target which was
gi$en to me &uring the summer training was achie$e& the perio& &uring m) summer
training.
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RECOMMENDATIONS
reating awareness among the customer is must.
t shoul& gi$e more emphasis on the sales promotion.
8oo& 'inancial scheme can also increase the sell.
Dealers shoul& %e gi$en some a&$antage on selling o' M0(
!uel e''icienc) shoul& %e increase&.
t shoul& %e con$erte& into a single c)lin&er tractor.
t shoul& ma-e its e*isting customer satis'ie&.
0roper accessories shoul& %e pro$i&e& to the customer.
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QUESTIONNAIRE
8reetings. am......... !rom .......... 2e meet tractor owners 'rom time to time to
un&erstan& the issues 'ace& %) owners an& how the %etterment can %e %rought a%out.
will appreciate i' )ou coul& please cooperate me in repl)ing 'ollowing 4uestions.
N1. Di& )ou own a tractor prior purchase to )our present tractorY
1.;es :.o
N:. an )ou please tell me which was )our earlier tractor mo&elY
Ca Ma-e C%Mo&el
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Cc50 C& ;ear
N3.2hat &i& )ou &o with )our ol& mo&elY
CaSol& it Cother than &ealer
C% (ra&e+in
Cc Still posses the tractor
C& 7ther.....
N. Single c)lin&er tractor consumes
a Low maintains cost o' single c)lin&er
% !or less lan& hol&ings
c 7ther reasons.............
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BIBLIOGRAPH-
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Worl) W')e We%
www.escortsagri.com
www.mahin&ra.com
www.%usiness'inancemag.com
www.gtnews.com
www.in$estope&ia.com
www.planware.comwww.icrain&ia.com
www.m)iris.comsharecompan)
www.contentlin-s.asiancerc.coms%icapmar-et.asp
www.wi-ipe&ia.com
Ar('cle o(her (ha1 We%
MS reports o' 6scorts
http://www.escortsagri.com/http://www.mahindra.com/http://www.businessfinancemag.com/http://www.gtnews.com/http://www.investopedia.com/http://www.planware.com/http://www.icraindia.com/http://www.myiris.com/share/companyhttp://www.contentlinks.asiancerc.com/sbicap/market.asphttp://www.wikipedia.com/http://www.escortsagri.com/http://www.mahindra.com/http://www.businessfinancemag.com/http://www.gtnews.com/http://www.investopedia.com/http://www.planware.com/http://www.icraindia.com/http://www.myiris.com/share/companyhttp://www.contentlinks.asiancerc.com/sbicap/market.asphttp://www.wikipedia.com/
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