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A Study On Vijaya Laxmi Cashew company

CONTENT
Chapter No. 1 II III IV Title INTRODUCTION INDUSTRY PROFILE COMPANY PROFILE ORGANIZATIONAL STRUCTURE V VI VII VIII SWOT ANALYSIS MCKINSEYS 7S MODEL PESTLE ANALYSIS FINANCIAL ANALYSIS LEARNING EXPERIENCE FINDINGS CONCLUSION RECOMMENDATION GLOSSARY BIBILOGRAPHY ANNEXURE Page No.

A Study On Vijaya Laxmi Cashew company

EXECUTIVE SUMMARY
This report is an update of an earlier publication (Cann et al. 1987) which examined the economics of cashew production in the Top End of the Northern Territory. Ongoing research into the cashew since 1987 has found that a number of agronomic and management assumptions on which the original economic analysis was based are no longer appropriate. This report incorporates the most recent research findings from both the Department's i.e., from Coastal Plains Research Station and Britannia's Wildman River Plantation. At a peak medium yield of 20 kg/tree per year (or 3.84 t/ha) and at an average c.i.f. India price of $1.33/kg (US$1.00/kg) nut-in-shell, a 100 hectare cashew orchard would generate an Internal Rate of Return (IRR) of 8.35% in real terms. Orchards larger than 100 ha may achieve better returns due to economies of scale. Sensitivity analysis indicates that IRR are highly sensitive to variations in yields and prices. For example, a yield increase of 1 t/ha increases the IRR by almost 4% while a price increase of 10 cents/kg increases the IRR by more than 2%. Good quality nuts are reported to command a price premium of up to 20% over average quality nuts. It appears that for the project to be commercially attractive, i.e., the IRR to be higher than 10% in real terms, a cashew yield of more than 4 t/ha nut-in-shell and a c.i.f. price of over US$1.00/kg are required. The challenge to cashew research workers in Australia, therefore, is how to attain such a yield and quality level over the economic life of the orchard. If nut quality can be guaranteed, higher prices and returns

A Study On Vijaya Laxmi Cashew company can possibly be achieved by targeting the upper end of the market segments such as the tourist and hotel trade.

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