Samrat Project Trupti in Arial 2309
Samrat Project Trupti in Arial 2309
Samrat Project Trupti in Arial 2309
GENERAL
INFORMATION
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CONTENTS
GENERAL INFORMATION: -
1. Introduction
2. Executive summary
3. Company profile
5. management body
6. industrial mission
7. organization structure
8. Achievements
9. philosophy
COMPANY NAME
EXECUTIVE SUMMARY
Each and every department have very educated and trained people in
marketing department. SAMRAT has certain quality, policy, philosophy, sales
policy which is strictly followed by department. They believe in market as a
world.
I have tried my level best to prepare the project report. During this
training, I have collected all the information about the market situation of the
company. We have given a brief explanation of the all project process.
INTRODUCTION
Today, the Samrat brand posts a turnover of more than Rs. 15 crore,
and reaches the length and breadth of India through a huge network. Our
products are exported to the US, Middle East, South Africa and many other
countries. The company has obtained memberships of the Snack Foods
Association, USA, Agricultural & Processed Food Products Export
Development Authority (APEDA), India, Gujarat Chamber of Commerce &
Industry (GCCI), Gujarat International Trade Promotion Council, Ahmedabad
Mithai & Farsan Association, etc. It also has export approvals from the
Reserve Bank of India, and the Import Export Code. Samrat was the first of its
kind to receive official permission from the Indian Railways to supply its
products inside railway stations -- opening up for the brand a gigantic
marketplace.
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FUTURE PLANS
We will bring out more and more traditional food items of Gujarat in a modern
packaged format, and offer them to taste-lovers everywhere. The company is
planning to experiment and introduce more blend recipes that combine
traditional Namkeens with popular food items from other States of India and
with even Continental and European cuisines.
INFRASTRUCTURE
COMPANY INFORMATION
1. COMPANY PROFILE
The tastes were irresistible, the products are fresh, and the packing is hygienic.
Customers responded enthusiastically. And in the following years, the company
evolved continuously, dictated by customer demands and market trends.
1979. Mr. Jayshankar S. Vaid was young, and his mind was brimming
with ideas of enterprise.
Then one day, in a moment dictated by destiny, the thought struck him:
why not turn the hobby into a business? After all, everyone likes to eat good
things.
Today he employs more than 210 people and more than 23 sumptuous
food items are marketed under the Samrat brand.Today, he has taste experts,
foods scientists, management veterans, and a network of marketing channels, to
take the Samrat brand far and wide.
But there is one aspect of his business that he still directly controls --
QUALITY. And this is the reason why Samrat products still retain their home-like
crunchy taste and freshness.
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3. ORGANISATION STRUCTURE
In Samrat the Line Sales Organization Structure is being used. The line
organization is the oldest used in similar firms and in firms with small numbers of
selling personnel. The chain of command runs from the top sales executive down
through subordinates. All executive exercise line authority and each subordinate
is responsible only to one person on the next higher level. Responsible is
definitely fixed and those charged with it also make decision and take action.
Lines of authority run vertically through the structure, and all people on any one-
organization level are independent of all others on that level.
The line sale organization sees its greatest use in companies where all
sales personnel report to its chief sales executive. In this company this executive
often is preoccupied with active supervision and seldom has much time to devote
to planning or to work with other top executive.
Occasionally however the line sales organization is use where more than
two levels of authority are present. In the line sales organization Regional Sales
Manager reports to the General Manager of the sales Department and the Area
Sales Manager reports to the Regional Sales Manager of the sales Department
and the senior and the Junior level Sales Executive repots to the Area Sales
Manager of the Sales Department.
The basic simplicity of line organization is the main reason for its use.
Each department member reports to only one superior, so problem of discipline
and control are small.
The lines of authority and responsibility are clear and logical and it is
difficult for individual to shift or evade responsibilities. Definite placement of
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The simplicity makes it easy for executives to develop close relation with
sales persons. With this working atmosphere it is not surprising that executives
who come up through a line organization are frequently strong leaders. As the
typical sales department has few organization levels administrative expenses are
low.
Managing Directors
General Managers
Regional Managers
Sales Executive-Senior
Sales Executive-Junior
Sales Coordinator
Here as shown in figure there two types of lines are shown. The
line with upward direction shows who orders whom?
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From the Samrat company point of view there are mainly three objectives
of sales management:
1. Sales volume
2. Contribution to profits
3. Continuing growth
1. The organization
2. The planning
3. Other elements in selling strategy.
Inside the sales department from the department head on down all sales
executive are responsible for coordinating the organizational units under their
control in sales department that function smoothly generally democratic
administration is the rule. All subordinate affected by a decision are consulted in
advance and are allowed to participate in making it thus reducing the tendency to
resist directive is issued by superiors.
The sales executive having specialized knowledge of the market and of
the capabilities of the sales force is involved in achieving coordination in
marketing objective and drafts plans that achieve desired results at optimum cost
sales executive determine the elements that make up the marketing program.
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The Regional sales manager provides for the training of new personnel
so as to achieve high-level performance in the shortest possible time. The
manager sees if there is any adequate supply of sales executive talent for
replacement up through and including the sales manager own positions.
The Area sales manager reports to the Regional sales manager of the
company.The main objective is to obtain maximum rupees sales of the
company products in the sales area in accordance with established sales
policies and sales programs within limits if the sales budgets. The Area sales
manager is responsible for the effective deployment of selling efforts and the
maintenance of good trade relations in the assigned area.
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The Area sales manager evaluates the sales opportunities in the area
and assign territories that have equitable work loads and that permit minimum
travel costs so as to secure maximum rupees sales at minimum costs. The Area
sale manager assists and supervises sales personnel in maintaining and
improving the company competitive position and in handling special sales or
competitive position and in handling special sales or competitive problems. The
Area sales manager forecasts short term sales of the Area and works with sales
executives in estimating future sales in their territories so that accurate sales
budgets and sales quotas can be developed.
The Area sales manager studies and analyzes the plants program and
policies originating in the home office and interprets them to sales staff so that
these plans program and policies can be coordinated in the Area activities. The
Area sales manager communicates to the Regional manager and the top
administration any information about customer and market or about customers
and markets or about of personnel that should be of interest to them.
In the Samrat Company the Samrat Enterprises does all the sales
organization works. In this structure of the organization is formed of different
levels. This levels are divided from 1 to 8 that is 1 is the M.D. of the company
(owner of the company), 2 is the General Manager of the company it does the
work of making the new policies for the company new area to explore by the
company to increase the profit of the company, 3 for the Regional Sales Manager
it’s work is to look after the Region (for e.g. Gujarat state) assign to it all the sales
related programming done in this comes under Regional Sales Manager, 4 Area
Sales Manager it’s work is to take order from the Regional Sales Manager and to
give the order to the Senior level Sales executive, 5 Senior level Sales Executive
is to does under the Area Sales Management , 6 Junior level Sales Executive
works under the Senior Sale Executive and Area Sales Manager, Second last is
the 7 Coordinator and the last is 8 that is the peons.
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MANAGEMENT BODY
DIRECTORS
AUDITORS
BANKERS
BANK OF BARODA
State Bank Of India
Sarvoday Co-Operative Bank
REGISTER OFFICE
INDUSTRY MISSION:
INDUSTRY VALUE:
Integrity respect for people unity of the purpose outside in focus, agility
and innovation.
INDUSTRY VISION: -
QUALTY POLICY: -
“We at SAMRAT
Are committed to meet customers ‘requirement
Through continual improvement
Of our quality management systems.
We shall sustain organizational excellence
Through visionary leadership and innovative efforts”
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ORGANISATION STRUCTURE
BOD
PURCHASE
MANAGER ADV.OFFI. SALESMAN
WORKERS
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PRISING POLICY
Pricing is the main factor of the product. Price is the marketing mix
element that produces revenue. It is one of the most flexible elements also.
No one choose price by any way. Companies handle pricing in a variety of the
way. In small company the prices are obtain set by the company’s boss. But in
the large companies, pricing is handling by the division and product manager.
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PHILOSOPHY
CUSTOMER FRIENDLINES: -
QUALITY: -
Total quality management… people, technology, product and
services.
RELIABILITY: -
CUSTOMER CARE: -
i. Best services
ii. Finest products
iii. Quality deals
iv. Delivery on schedule
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PRODUCTION
DEPARTMENT
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CONTENT
PRODUCTION DEPARTMENT: -
1. Introduction
2. Products
4. Units
5. Controls
6. Productivity
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INTRODUCTION
PRODUCTION DEPARTMENT: -
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PRODUCT RANGE
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DELICIOUS PRODUCTS
PACKAGING
We offer our products in attractive and air tight packaging that not only
protect our products from any sort of contamination or damage but also
keeps the freshness and taste of the products for months. The date of
manufacturing and expiry date is printed in bold letters on the packet so as to
inform the consumers regarding the authenticity of products.
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2. PRODUCT PROFILE
Products
Today more than 25 lip smacking products come out under the Samrat
brand.
Alu Wafers (salted), Alu Wafers (masala), Kela Wafers (Mari), Kela
Wafers (Masala), Farari Chevda-mola, Farari Chevda-thika, Sing Bhujia, Mung
Dal, Bikaneri Sev, Ratlami Sev, Alu Sev, Chavana-mola, Chavana-tikha, Khatta
Mitha Mix, Chana Dal, Chana Jorgaram, Lasan Sev, Ganthia, Tum Tum, Dal
Moth, Bundi-tikhi, Bundi-moli, Nylon Sev, Sada Sev, a whole range of spicy
scrumptious taste experiences that satisfy connoisseurs and common people
alike.
You can replicate these blend recipes at home, and add more spice to
your home life.Or, if you are a restaurateur, you can use these imaginative blends
to attract more customers.
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MARKETING
DEPARTMENT
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CONTENT
MARKETING DEPARTMENT: -
1. Introduction
2. export market
3. Distribution decision
5. marketing research
6. public relations
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INTRODUCTION
MARKETING DEPARTMENT: -
The unit has been direct contact dealers in India and separating
marketing department of the unit.
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EXPORT MARKET
In the highly discerning export market. SAMRAT has been doing
substantial volumes of business. This has been made possible due to the
visionary thinking and dedicated approach of the management. Backed by an
unfailing commitment to excellence at every level as well as the ability to keep
pace with the changing needs and technologies.
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DISTRIBUTION DECISION
1. physical distribution
2. channel of distribution
physical distribution: -
channel of distribution: -
We first have to study the channel process and types to study its
management. Usually there is four of channel used. i.e. level ‘0’ level ‘1’ level
‘2’ level ‘3’. They are: -
Producer Producer
Producer Retailer
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Producer Producer
Wholesaler Stockiest
Retailer Retailer
Consumer Consumer
Producer
Distribution
Wholesaler
Retailer
Consumer
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This unit considered the following factors while selecting the channel of
distribution.
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Advertising
Television
Magazines
Sponsoring programs
Relations
Public services
E-commerce
Radio
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MARKETING RESEARCH
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PUBLIC RELATIONS
Generally most of the companies are become favorite and well known
by providing best facilities and best goods at a cheap rate and less prices than
other companies. This company had adopted this idea and become popular in
short time.
There are many partners in this company. So most of the locally public
very well knows that the company produces highly reliable products at cheap
rates.
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PERSONNEL
DEPARTMENT
CONTENT
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1. Introduction
3. Recruitment
4. Selection policy
5. Induction policy
6. Promotion policy
7. Demotion policy
8. Transfer policy
13. Infrastructure
14. safety
17. medical
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INTRODUCTION
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TIME-KEEPING SYSTEM
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RECRUITMENT
Recruitment and selection policy is to recruit and promote most suitable
person. Suitability of candidate is to be judge by senior officer based on his
⇒ Academic qualification
⇒ Experience in and outside Samrat.
⇒ Nature of experience
⇒ Interview performance
⇒ Suitability for the post
⇒ Potential for future development
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SELECTION
1. Preliminary interviews
2. Application banks
3. Selection interviews
4. Employment interviews
5. Checking of reference
6. Group discussion
7. Physical examination
8. Placement.
SAMRAT is a partnership firm or medium scale unit. So they do not
use any scientific selection procedure but had adopted policy.
Employment offer
Physical Examination
Testing
Relative
Reference:&credit Check Degree of
Helpfulness
Interview
Formal Application
Expenses
Reject
Time
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INDUCTION PROCESS
SAMRAT Namkeen not using any specially induction process, but they
follow simple induction programmer by introducing new employee about
information is provided so that he or he can adjust himself easily with the
organization.
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PROMOTION POLICY
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DEMOTION POLICY
SAMRAT NAMKEEN has not adopted any special demotion policy top
level determines the demotion policy of any employees.
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TRANSFER POLICY
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Skill developments
It is done for the person who is directly recruited from collage of study.
So they just have bookish knowledge into practical work training is given.
Redevelopments:
Job relation:
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APPRAISAL SYSTEM
At the end of the year and based on the appraisal done the increment
and promotions are decided from the corporate office. The whole process and
the documents remain confidential. This annual increment and promotion
system are called as appraisal system.
The touch namkeen or any other industries the wages and salary are
being fixed or determined on the basis of: -
Ability to work.
Regularity in work.
In touch namkeen the employees are given 100 Rs. 100 for the working in
one shift.
The employees are giving 4 hours overtime facility and the employees
are given 150 Rs. For extra working hours. They have worked for fully 8
hours. Thus this way the wages and salary administration is done.
Touch namkeen gives salary as above.
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RECREATIONAL FACILITIES
1. Transport facilities
2. Centain
3. Clean air and necessary environment
4. Temple
5. Parking
6. Housing
7. Incentives
8. Parlous.
9. Park
10. Crèches facility
11. Special facility
INFRASTRUCTURE
2. Process namkeen.
3. supporting services
SAFETY
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1. Eye protection
2. Head protection
3. Hand protection
4. Foot protection
5. Body protection
6. Hearing protection
7. Safety belts.
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I.R. is maintaining trough good relation with the union. That department
is taking care of legal activities, fatal accident, normal accident, theft,
misbehave, misconduct, high absenteeism, etc.
They are also giving car loan, convenience loan, and personnel loan. The
loan is given on the basis of the basic salary.
TRAINING PROGRAMMES
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FINANCE
DEPARTMENT
CONTENT
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FINANCE DEPARTMENT:-
1. Introduction
3. Organization chart
6. Financial planning
7. Capital budgeting
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INTRODUCTION]
FINANCE DEPARTMENT: -
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CHART OR MODEL OF
ACCOUNT DEPARTMENT
ACCOUNTING MANAGER
ASSISTANT CASHIER
MANAGER
CASHIER PETTY
CASHIER
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METHOD OF ACCOUNTING
INVENTORIES
INVESTMENT
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STUDY
Different parties related to the company look at the company form their
respective points of view, but the general objective is to look for
1. Profitability
2. Financial conditions
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RATIO ANALYSIS
A creditor would like to know the ability of the company to meet its
current obligation and therefore would think of current and liquid ratios,
turnover of receivable. Coverage of interest by the level of the earnings etc. a
manager would like to know the operations efficiency and would think of such
ratio or return on the investment, net profit to sell, etc. investors will be
interested in such ratios as the earning per share, book value per share and
dividend per share.
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LIQUIDITY RATIO
A. CURRENT RATIO
2004-2005=
20,463,770.01
16,750,604.70
=1.22
2005-2006=
38,784,748.49
27.771, 781.90
= 1.40
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CURRENT RATIO
1.4
1.2
1
0.8
ratio 3-D Column 1
0.6
0.4 West
0.2 North
0
2004-2005 2005-2006
year
He above graph shows that SAMRAT have more current assets that their
current obligation, so it implies that they can pay their liabilities from the
current assets satisfactorily then the ability of the firm to pay bills in impaired,
its short-term solvency is threatened. Generally 2:1 ratio is preferable. In year
2004-2005 the ratio 1.22:1 and 2005-2006 the ratio is 1.40:1 In year 2005-
2006 ratio is increase as compare to year 2004-2005 but not satisfactorily
level because the current liability is high.
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B. QUICK RATIO
YEARS RATIO
2004-2005 1.02:1
2004-2005
2005-2006 1.07:1
QUICKRATIO
1.08
1.06
1.04
RATIO 1.02
3-D Column 1
1
0.98 3-D Column 2
0.96
2004-20052005-2006
YEAR
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Quick ratio represents the company ability to meet its immediate obligation.
Generally, a quick ratio of 1:1 is considered to present a satisfactory current
financial condition. A quick ratio 1:1 or more does not necessarily imply sound
liquidity position. Thus, a company with high value of quick ratio can suffer
from the shortage of funds if it has slow paying, doubtful and long-duration
outstanding debtors. On the other hand, a company with a low value of quick
ratio may really be prospering and paying its current obligating in time if it has
been turning over its inventories efficiently.
From the above graph can see the quick ratio same as
current ratio is showing mix trend. Here the ratio the year 2004-2005 and
2005-2006 are 1.02 and 1.07 respectively. This ratio has also increase in
2005-2006 as compare in 2004-2006 so we can say that firm can able to pay
their liability quickly.
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= 0.40
2005-2006= 38,784,748.49-27,771,781.90
6,897,942.00+38,784,748.49-27,771,781.90
= 0.61
YEARS RATIO
2004-2005 0.40:1
2005- 2006 0.61:1
NETWORKINGCAPITALRATIO
1
0.8
0.6
RATIO
0.4 X
Y
0.2
0
2004-2005 2005-2006
YEAR
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This ratio shows proportion of the working capital in net assets. If the
ratio is high than more proportion of working capital in total assets. If the ratio
is for the higher than working capital remain idle and the ratio is lower than it
bed for the company. Here the ratio for year 2004-2005 and 2005-2006 are
0.40 and 0.61 respectively.
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2004-2005= 16,818,424.18
2,373,583.36
= 7.09
2005-2006= 29,627,572.90
3,464,573.69
= 8.55
YEARS RATIO
2004-2005 0.40:1
2005-2006 0.61:1
DEBT EQUITYRATIO
1
0.8
0.6
RATIO X
0.4
0.2 Y
0
2004- 2005-
2005 2006
YEAR
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E. DEBT RATIO
The some type of debts may be used to analyses the large term solvency
of a firm. The total debts will include the short term and long term borrowing
from financial substitution, debentures, deferred payment agreement for laying
capital namkeen bank borrowing bank borrowing public deposits and other
interest bearing loan.
2004-20005 = 16,818,424.18
12,907,280.00
= 1.30
2005-2006= 29,627,572.90
28,923,875.18
= 1.02
YEARS RATIO
2004-2005 1.30:1
2005-2006 1.02:1
DEBT RARATIO
1.5
1
RATIO
0.5 X
Y
0
2004-2005 2005-2006
YEAR
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ACTIVITY RATIOS
Activity ratios are employed to evaluate the efficiency with
which the firm manages and utilizes its assets. These are also called turnover
ratios because they indicate the speed with which assets are being converted
or turned over into sales. Activity ratios thus, involve a relationship between
sales and an assets generally reflects that assets are managed well, Several
activity ratios can be calculated to judge the effectiveness of assets utilization.
2004-2005= 52,893,721
9,194,114.69
= 5.75 Times
2005-2006= 80,308,618.77
17,910,908.59
= 4.48 Times
YEARS RATIO
2004-2005 5.75
2005-2006 4.48
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5
4
RATIO 3 2004-2005
2 2005-2006
1
0
YEAR
Net assets turn over measure the company ability of sales for a given level
of assets. A firms ability to produce a large volume of sales for a given amount
of net assets is the most important aspect of its operating performance. Here
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2004-2005= 52,893,721.00
25,944,719.39
= 2.04 Time
2005-2006= 80,308,618.77
45,682,690.49
= 1.76 Time
YEARS RATIO
2004-2005 2.04
2005-2006 1.76
TOTALASSETTURN OVERRATIO
2.1
2
1.9
RATIO 2004-2005
1.8
2005-2006
1.7
1.6
YAER
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FINANCIAL PLANNING
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CAPITAL BUDGETING
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CONCLUSION
In the conclusion of this report I can say that if the company increases
its efficiency than it has very best opportunities for development. The
company sales its products on ethical basis so it has wide scope for
development.
During my visit I found that company has adopted the policy of ethical
business so this type of companies are needed for the development of the
country.
There is a large scope for the growth in FMCG product in India because of 1/6
of total world population in this country. And here also there are a chances of
success because of company has latest technology but still company has
needed huge financial resources and efficient man power.
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BIBLIOGRAPHY
6. Websites:-
1. Websites:- http://www.indiamart.com/SAMRAT-namkeen/
2. www.productionprocess.co.in
Books:
1. Sales and distribution management : Richard cundiff,
2. Kotler, Philip marketing management, Delhi: Pearson Education
(Singapore)
a. Pte. Ltd., 2003. 125pp.
3. Marketing Mastermind by ICFAI Press,
Brochure
Samrat company’s brochure
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