Professional Documents
Culture Documents
PROJECT
DIVISION – B
ROLL NO - 133
ACKNOWLEDGEMENT
I owe a great many people who has helped and supported me during
the making of this project.
CHAPTER 1
INTRODUCTION
A. Overview
B. Objectives
C. Research Methodology
CHAPTER 2
COMPANY PROFILE
A. Introduction
B. Chairman’s message
C. Company History
D. Company Vision
E. Company Mission
F. Company Philosophy
CHAPTER 3
ACTIVITIES
A. Location of the company, offices, plants/branches/units
B. Type of company
C. Board of Directors
D. Organizational structure
CHAPTER 4
OPERATIONS
A. Research and development
B. Quality Control
C. Marketing Strategies
D. Customers
CHAPTER 5
FINANCIAL DATA
A. Capital Assets
B. Balance sheet
D. Future Plans
CHAPTER 6
LEARNING EXPERIENCE
CHAPTER-1
INTRODUCTION
COMPANY PROFILE PROJECT IN RETAIL SECTOR
• OBJECTIVES
• RESEARCH METHODOLOGY
While making this project I have gone through the websites of 5 retail
companies and studied their reviews and analysis. The views and suggestions
of our professors proved very useful in the successful completion of my
project.
• DATA USED
PRIMARY DATA: Are the data which I received from my professors.
Their suggestions are incorporated in this report. This data prepared the basis
for the “COMPANY PROFILE PROJECT”.
CHAPTER-2
COMPANY PROFILE
• COMPANY VISION:
• COMPANY MISSION:
MISSION STATEMENT
The mission of T-mart International is to strengthen and expand our leadership in the
advanced technology and be a full service supplier as a manufacturer of OEM
precision components and assemblies. In our pursuit of this mission, we strive to:
In late 2004, Tmart approved a plan to completely overhaul its retail stores across the
country. Internally referred to as the “Extreme Makeover,” Tmart planned to execute
the remodel in stages, with a nine store launch in spring 2005. Tmart’s objectives
were to generate awareness of the “new and improved” Tmart, drive traffic to the
stores, and instil a feeling among citizens that Tmart is a positive presence in the
community.
Active Insight
Active Marketing Group developed a program that extended the store makeover
theme into the community and selected charitable organizations to receive their own
“makeovers.” Working closely with local store managers, Active launched a program
that employed “Strategic Philanthropy” - a way for the local Tmart stores to provide a
sizeable donation to a charitable organization that needed a makeover of its own. This
approach allowed Tmart to create positive PR, drive traffic to the store, and foster a
sense of goodwill toward the brand throughout the community.
Results:
In turn, each Tmart store was able to demonstrate their commitment to the
community, and generate goodwill among its citizens leading to increased patronage
for years to come.
CHAPTER-3
ACTIVITIES
➢ WEBSITE: http://www.TrendMart.com
➢ E-MAIL: contact@trendmart.com
➢ PHONE NO: 856-236-3400
➢ FAX: 857-286-6600
• BOARD OF DIRECTORS
Corporate Governance
While day-to-day management responsibilities fall to our chief executive officer and the rest
of the senior executive management team, the business and affairs of our company are
managed under the direction of our board of directors. The board is ultimately responsible for
setting our strategy, appointing and overseeing company executives, establishing priorities
and managing the overall business. The board of directors has general oversight
responsibility for the company’s business and affairs. Although the senior executive team,
and not the board, is responsible for day-today management of the company, the board stays
informed about the business and provides guidance to management. The board meets
periodically and oversees the company’s strategic planning process, executive development
and succession planning. In an effort to more clearly define the responsibilities of the board
and its members to the company, its shareholders and to one another, the board has adopted
Corporate Governance Guidelines. They include:
1. Independence
Eleven of our 15 directors are independent from the management of the company. In
determining whether each of our directors is independent, we apply the standards set forth by
the New York Stock Exchange’s Listed Company Manual. The Listed Company Manual
requires that, in order for a director to be independent, the board must affirmatively determine
that the director does not have any material relationships with the company. As permitted by
the listed company manual, the board has adopted a set of categorical standards describing
the types of relationships to the company that the board has determined do not impact a
director’s independence. Our independent directors meet separately at least four times each
year.
2. Committees
The board has also established various committees and charged these committees with
primary responsibility over various areas of board oversight. Each committee has a written
charter adopted by the board describing the committee’s primary duties and responsibilities.
The committees of the board are as follows:
a) Audit Committee: Four directors, each independent of the company, serve on our
Audit Committee. The Audit Committee is charged with: assisting the board in
monitoring the integrity of the financial reporting process, systems of internal
controls, financial statements and reports of the company; overseeing the company’s
internal audit function and the compliance by the company with legal and regulatory
requirements; and appointing, approving the compensation of and overseeing our
independent auditor and the review of related-party transactions. Three of the four
members of our Audit Committee are “audit committee financial experts” as defined
by the rules of the Securities and Exchange Commission.
d) Strategic Planning and Finance Committee: The Strategic Planning and Finance
Committee is composed of six members, four of whom are independent. The
committee is responsible for reviewing and analyzing financial matters and assisting
the board in long-range strategic planning. Executive Committee: The Executive
Committee of the board is composed of three directors, one of whom is independent.
The committee exercises the powers and duties of the board between board meetings
and while the board is not in session, and implements the policy decisions of the
board.
e) The Stock Option Committee: The Stock Option Committee is composed of two
directors and is charged with administering certain of the company’s equity-based
compensation plans with respect to equity awards granted to Associates who are not
directors or executive officers.
➢ ORGANISATIONAL STRUCTURE
• Owner/CEO or President
• Store Operations: Management, Cashier, Sales, Receiving, Loss Prevention
• Marketing: Visual Displays, Public Relations, Promotions
• Merchandising: Planning, Buying, Inventory Control
• Human Relations: Personnel, Training
• Finance: Accounting, Credit
• Technology: Information Technology
APPLIANCES
Accessories
Air Conditioners, Fans & Heaters
Refrigerators
BABY PRODUCTS
Baby Toys
Diapering
Feeding
Gifts
Baby & Toddler Clothing
Baby Food & Nutrition
Baby Gear & Travel
Bedding
Decor
Furniture
BEAUTY PRODUCTS
Eyes
Face
Lips
Nails
Skin Care
Sun Care
Spa
Relaxation
Men's Skin Care
Animals
Automotive
Beer, Wine & Spirits
Outdoors
CLOTHING
Cashmere At Tmart
Great Gift Ideas
✔ Specialty Sizes
Women's Plus
Petite
Maternity
Juniors Plus
Men's Big & Tall
Boys Husky
Boys Slim
Girls Plus
New Arrivals
Women’s
Outerwear
Handbags and Accessories
Intimates
Sleepwear & Robes
Juniors
New Arrivals
Young Men’s
Men’s
Outerwear
Underwear & Socks
✔ Kids
New Arrrivals
Girls
Boys
✔ Team Sports
Women’s
Men’s
Kids
JEWELRY
Rings
Earrings
Bracelets
Pendants & Necklaces
Gold Jewellery
Gemstones
Sterling Silver
Watches
Computers & Electronics
Televisions
✔ Imaging
Digital Frames
Camera Cases & Accessories
Memory & Media
✔ Home Office
Desktops
Monitors
Printers
Networking
Computer Accessories
Software
Phones & Communications
Office Products
Furniture
26, prd1
Skateboarding
In-line & Roller Skating
As Seen On TV
Boxing & Mixed Martial Arts
Ellipticals
Exercise Cycles
Fitness Accessories
Inversion
Rowers & Steppers
Strength & Weight Training
Treadmills
✔ Outdoors
✔ Family Recreation
Game Room
Outdoor Games
Hot Tubs & Saunas
Golf
Racquet Sports
✔ Team Sports
✔ Winter Sports
Ice Skating
Skiing
Snow Recreation
Snowboarding
✔ Water Recreation
• MAJOR SUPPLIERS
NO Company
Quixtar (Exporter)
➢
Quixtar-Linux, Offers Complete Product lines of Household
Appliances, Cameras, Clocks, Car accessories (Car Audio),
Cellular Phones, computers & Peripherals, Cordless Phones,
Digital Cameras, DJ (Disc Jockey) Equipment, electronics
(DVD Players), DVDs, Fax Machines, Health And Beauty,
Home Decor, Home Stereo Systems, Home Theatres, Kids
electronics, LCD Flat Screens, Media Usb, Motion Lamps,
Mp3 Players, Nostalgia Systems, Novelty Lamps And Phones,
Personal Care, Play station, Pocket PCs, Poker Chips,
Printers, Radar Detectors, Televisions, Video Cameras, Xbox,
Play Station PSP, Nitendo, Mens And Women Fragrances.
Also selling in bulk Tapes, Air Freshener, Pans, Baby Care,
Batteries, Pens, CD n DVD Media, Candy & Gum, Cough and
Cold Medicines, Crayons, Condoms, Disposable Cameras And
Lighters, Drugs and HBA, Cigarette Paper, Video Tapes,
Umbrellas, Toothbrushes, This And That, Toys And Games,
Tdk Audio, Sunglasses, Sticky Stuff, Sony Audio, Shoe Polish
And Laces, Razors And Shaving Accessories, School Supplies,
Soaps, Markers, Butane, Spices, Playing Cards, Film, Paper
goods, Padlocks, Party Corner, Office Supplies, Nail
Accessories, Landers Products, Light Bulbs, Breath Mints,
Household Sprays and Misc, Keychains, Greeting Cards, Gift
Bags and Wrap, General Merchandise, Grocery Bags, Hair
Accessories and General Merchandise. Some of the brand
names we carry are Panasonic, Philips, Sharp, Sony, Toshiba,
Minolta, Olympus, Aiwa, Samsung, Norelco, Xbox, and black
& Decker.
OPERATIONS
Trend Mart Corporation serves America with 2122 Trend mart, Big Trend mart and Super
Trend mart retail outlets. In addition to serving all 50 states, Trend mart operations extend to
Puerto Rico, the U.S Virgin Islands and Guam. More information about Trend mart is
available on the World Wide Web at http://www.TrendMart.com.
Trend mart looked at Shopper Track, developed by Datatec Industries, after Antonini read
about the technology in Business Week magazine. The retailer asked vendors for RFPs
(requests for proposals) for kiosk technology and IBM, working with DCI Marketing, won
the bid.
Shopper Track's monitoring of customers entering the Westwood store is correlated with the
number of transactions so that Trend mart can determine the conversion rate of shoppers who
actually purchase goods. Extending the test to real-time tracking of customer’s traffic
throughout the store and in individual departments would enable Trend mart to obtain more
specific conversion information.
This finer level of information would allow Trend mart to achieve a number of customer
service objectives. These include sending clerks to busy areas and opening more checkouts
before long lines develop. The discounter could also get a better fix on store layouts, the
effectiveness of merchandising programs for specific departments and efforts to switch
browsers to customers.
The Information Centre projects involve five kiosks each in the Oak Park, Pontiac and
Rochester, Mich., Trend marts. Each terminal costs between $10,000 and $15,000, apart from
the software.
The terminals contain an IBM PS/2 model 57 PC, IBM model 8560 touch screen and a
Magmatic printer. IBM uses its DVI (data video interchange) technology so that the kiosk's
sound and motion come off the pc's hard drive without the need for CD-ROM, laser disk or
VCR peripherals.
One kiosk is at the front of the store and features a full-motion video of Antonini welcoming
shoppers. Customers can use the terminal to see a floor plan of the store and also learn what
merchandise is on sale. This electronic flyer is updated weekly via a floppy disk, but should
the project eventually be rolled out to more stores, Trend mart would use its satellite network
to download the sales merchandise information onto the pc's hard disk.
The other kiosks, each with slightly different functions, are located in the automotive,
consumer electronic, home decor and home entertainment departments. Each terminal
features only the merchandise in that department.
The auto kiosks enable shoppers to obtain parts information by asking questions on the
model, make and year of their car. It then lists the correct part and suggests tie-in items, such
as all the light bulbs should a shopper inquire about headlights.
The home entertainment kiosks show the cover and a list of songs on cassettes and CDs in
addition to pre recorded videos carried in the stores. Shoppers can hear 20 seconds of music
from a tape's top song or the voice-over promotion for a video.
The kiosks in the CE department provide information on the TVs, VCRs and other
electronics carried by Trend mart, including features, comparison information and photos of
the items.
The home decor terminals present fashion and decorating ideas for table top and bed & bath
merchandise, showing what a room would look like using different products. An
experimental kiosk, it's the only one that doesn't provide information a customer can use to
purchase merchandise.
Trend mart's current test doesn't involve the kiosk's credit card reader. Using this technology
would allow a consumer to actually buy merchandise shown on the kiosk--even if the goods
aren't stocked in Trend mart--for home delivery. The discounter is interested in probing the
use of the terminals to develop such business if it could resolve the logistics and delivery
problems, one source said.
Once the initial kiosk pilot is completed next month, Trend mart will look at how shoppers
use the terminals and measure sales to see if the interactive technology improved the stores
customer service and promoted more purchases. Trend mart will also conduct exit and focus
group interviews as part of its review.
The kiosks in the auto, consumer electronics and home entertainment offered shoppers a
coupon good for 50 cents off any purchase in that department to encourage customers to use
the terminals and thereby insure a base of users for the interviews.
Carlson said Trend mart didn't have any preconceived ideas about the kiosks. "This is true
R&D, we and our partners are pushing the envelope," he said, noting that Trend mart wanted
to learn how the various terminals can be used to improve the chain's customer service.
He indicated that more tests of kiosks were likely this year and if the project was successful, a
roll out of the technology could take place in 1993.
Should Trend mart deploy Shopper Track and/or the Information Centre kiosks, it would link
these systems to its satellite network and require that the technology be compatible with
Unix, the computer operating system that it's phasing in for all its retail technology.
• QUALITY CONTROL
Besides our in-process multi-point Statistical Process Control (SPC) inspection (which
utilizes our well-appointed quality laboratory) we also perform an intensive and detailed first
and last piece inspection and ongoing dock audits.
We believe the combination of these four programs assure us and our customers that all
products are consistently produced in accordance with all documented tolerances/dimensions
and requirements.
Our SPC program is sophisticated in what it can report for our production records/analysis as
well as any specific customer-reporting requirement.
Given time, some customers use these reports to bypass their own receiving inspection and
implement "Dock to Stock" of our products directly into their inventory, saving them labour
dollars and time.
It is through the definitions of our quality standard that we have developed and maintained
simple operation instructions and diagrams for all production tasks.
We have proven the benefit of well-written instructions, and where appropriate, Fool Proof
tooling make for effective and efficient operations.
Utilizing our SPC program, Trend-mart International is able to track production from
receiving inspection of raw materials to the final auditing of a completed shipment.
With this synergy of information we have been able to compile reports and analysis that more
clearly and with greater frequency define the state of specific programs or overall business
trends. And it is with this information that we can be better informed to make better
decisions.
We strive to be a supplier that can help our customers be competitive, because we know the
only way our business will grow is if our customer grows first.
• MARKETING STRATEGIES:
TREND-MART USES DIFFERENT MARKETING SRATEGIES
FOR DIFFERENT PRODUCT. THE STRATEGY BELOW IS
ONE OF THEM
At the core or Trend mart's beauty care business initiatives is the belief that the cosmetics
consumer is a valuable target customer, one whose needs Trend mart can satisfy by offering
one-stop-shopping convenience, great price/value, extensive product selections and an
attractive and pleasant shopping ambiance.
Trend mart is using a wide variety of marketing strategies to attract new consumers to its
beauty care department. Simultaneously, management is also rewarding the loyalty of
existing consumers by offering incentives designed to increase the frequency of their
shopping occasions, as well as their market basket purchases.
Down the line, as Trend mart begins mining its growing database of consumer marketing
information, the company will also be able to offer their regular customers unique customized
services that can potentially increase the frequency of their store visits.
Mary Prince, divisional vice president of cosmetics, fragrances and skin care for Trend mart,
said that at Trend mart, cosmetics are "absolutely" a strategic core department. If Trend mart
can get consumers into the habit of buying cosmetics in its stores, she said, the company
should be able to promote a more fashion-conscious image for the stores. And, it provides
additional opportunities to motivate these consumers to shop other high-profit
fashion/entertainment departments, such as apparel and home electronics.
Revamping the cosmetics department
With that goal in mind, Trend mart began making what Prince called "significant changes" to
its merchandising presentations in January 1997, as the discounter rolled out fixtures for its
Big Trend mart prototype. Today, about 1,200 stores have been converted to the Big Trend
mart format, and Trend mart will do another 656 rollouts in 1999.
The new cosmetics department is typically centred in the front of a Big Trend mart store. The
new location makes the department extremely accessible and visible to shoppers, a big
improvement over the old planogram, which usually had the department buried in the back or
off to the side, making it difficult to find and shop.
Unlike Target and Wal-Mart, which position cosmetics adjacent to the skin, sun and hair care
aisles, Trend mart merchandises skin, sun and hair in the HBA section. "Our strategy is to
position our cosmetics, fragrance, bath and body and jewellery department front and centre in
the store," said Prince, "which is more in line with what many department and chain drug
stores do."
To give the department a soft, feminine touch, the gray and green cornices are lighted. The
fragrance department, more and more an open-sell environment, has glass shelves. The peg
walls have been converted from a stark black to a soft gray, and for its cosmetics wall, Trend
mart makes greater use of fixtures with graphics displaying attractive models photographed
looking relaxed, beautiful, playful or seductive.
The new department has ballooned from an average 107 linear feet to an average 142.5 linear
feet.
Trend mart is taking advantage of the bath and body and home fragrance fixturing developed
by companies, such as Coty and Sarah Michaels, to create the displays that contribute to the
ambiance of its bath and body department, said Prince. "With our new decor and the
manufacturers' new fixtures, we make a pretty good merchandising statement," she added.
In 1999, Trend mart will also be taking more fragrances out from under glass and
merchandising them in open-sell displays. Prince said this approach, which should generate a
substantial increase in impulse sales, is now possible because many fragrance manufacturers,
including market leader Coty, are now source-tagging fragrances at their plants or
distribution centres.
Trend mart is also continuing to pay close attention to the neighbourhood needs of stores--the
need for stores to carry and promote products that are in demand with local customers. For
years, Trend mart has tried to customize store-level product assortments so individual stores
could meet the needs of consumers within their specific markets. "We've been micro-
marketing for ethnic communities for five or six years," said Prince. "We feel we've done a
very good job addressing the needs of populations such as African-Americans."
Now, Trend mart is beginning to customize its product mix by lifestyle demographics as well,
using data from market consulting specialists, such as Chicago-based Spectra. For example,
Trend mart is analyzing its customer demographic database to identify which stores should
not carry premium-priced cosmetics and which stores should not carry lower-priced
cosmetics.
To date, the enhancements Trend mart has made already in beauty care have had a significant
impact on Trend mart's beauty care sales. According to Prince, sales for the department have
increased in double-digit increments in stores with the new prototype, and in comp-store
sales, the gains are holding in single-digit increments.
Prince is certain sales will continue to grow dramatically in the future, not only because of
Trend mart's marketing and merchandising enhancements to the beauty care department, but
also because of exciting manufacturer initiatives
"With the two major new brands--P&G's Oil of Olay and Johnson & Johnson's Neutrogena-
coming out, the advanced technology products that manufacturers, such as Revlon, L'Oreal,
Almay and Maybelline, are introducing, and all the advertising the leading manufacturers will
be spending in 1999, we expect significant growth in cosmetics in the year ahead," she said.
Prince believes some of that future growth will come from customers lured out of department
and specialty stores and into Trend mart by the advanced technology beauty care products
that are now entering the market. "The mass market manufacturers today are making products
that are of the same quality as the brands available in the prestige market, and today's savvy
consumers know it," she said. "Our new prototype helps us make a statement with prestige
brands, such as Revlon, L'Oreal, Almay, Olay and Neutrogena, while still making equally
strong statements for Cover Girl and Maybelline, our bread-and-butter brands.
"We're trying to establish Trend mart as the outlet of choice for beauty care needs," said
Prince. "We feel we are now carrying products that can appeal to department store customers
and that can motivate them to make the transition from a department store beauty care
shopper to a discount store shopper."
Like many large chain retailers, Trend mart has invested in the hardware and software
programs that are the foundation for developing a data warehouse, a repository for linking
both sales and customer transactional information.
Prince said Trend mart has been collecting information for its customer data warehouse for
the past year and a half, using its store credit cards as a starting point for data collection.
Today, the company has millions of consumers in that database, and Trend mart is able to
link individual customers with the brands they purchase. Ultimately, Trend mart can, if it
wants, take that linkage down to the SKU level.
Prince said the beauty care department will make its first use of information collected in the
data warehouse next Mother's Day, when the company plans to mail out various purchasing
incentives to generate more traffic in the department. "We may sample products or send out
coupons exclusively redeemable at Trend mart," said Prince.
As she noted, Trend mart has the potential to use its database to mail out special incentives to
customers of lower-priced products designed to get them to trade up to more expensive
brands or items. Or, Trend mart can offer frequent shopper rewards to loyal users of a brand,
such as Cover Girl-incentives that might motivate a Cover Girl user to make multiple Cover
Girl purchases or, perhaps, to try other P&G products, such as Pantene or Olay skin care.
Because of its data warehouse, Trend mart knows how often its regular shoppers come into
its stores, and, armed with that information; it can develop marketing strategies to increase
the frequency of those visits. And, with its store loyalty data collection program, Trend mart
can actually monitor the success of those incentives.
In another initiative designed to generate incremental sales and multiple purchases, Trend
mart is cross-merchandising products in multiple departments in high-volume stores. The
company started this practice a couple of years ago when it was among the first of the mass
merchandisers to put a Sarah Michaels bath and body display in its lingerie department.
Prince said Trend mart still cross-merchandises Sarah Michaels with lingerie in stores where
the sales volumes are appropriate, but now, Trend mart is looking for other types of
potentially profitable crossover merchandising opportunities, such as merchandising
fragrances, bath and body products or other cosmetics accessories inside its store-brand
apparel department. "Our marketing and merchandising strategy is to do crossover
merchandising wherever it makes good merchandising sense," she said.
• CUSTOMERS
As many retailers close their doors unable to match Trend-Mart’s low prices, our study of
customers who shop at Trend-Mart, clearly shows that low-prices are just one of ten reasons
why customers shop there and that retailers can successfully compete without matching their
prices. The competitive edge among retailers who win is that they win with people!
We've developed workshops and training programs that are designed for retailers both big
and small who compete with Wal-Mart or other industry giants. Our workshops are
interactive, and packed with information participants can actually use today.
The Trend-Mart Supercenter Customer Loyalty Study and Market Comparision will give you
the insight you need to get started. Learn from customers about their experiences at each
chain of Trend-mart.
For more information, give us a call at: 856-236-3400 or drop us an email at:
info@trendmart.com
CHAPTER-5
FINANCIAL DATA
• CAPITAL ASSETS
✔ United States
• Trend-Mart Stores U.S.
○ Trend-Mart Discount Stores (891)
○ Trend-Mart Supercenters (2,612)
○ Trend-Mart Neighbourhood Markets (153)
○ Trendmart.com
• SAM'S CLUB (602)
• Logistics
○ Trend-Mart Transportation LLC
○ Distribution Centers/Transportation Offices
• Trend-Mart Realty
• Trend-Mart Vacations
• Claims Management, Inc.
• Trend-Mart Portrait Studios was rebranded as PictureMe! Portrait Studios in late
2006. The Portrait Studios are operated by CPI Corp, Inc. under an agreement with
Trend-Mart. Space is leased and they are independently owned and operated and only
pay rent to Wal-Mart and a license fee to use the Trend-Mart brand. Also, most
Doctors of Optometry are independent contractors and are not employees of Trend-
Mart Stores, Inc. but instead pay rent to use space in Trend-Mart and SAM'S Club
Vision Centres.
• The Trend-Mart Financial Services Network is a trade name for financial institutions
which provide banking services including checking, savings and IRA accounts as well
as various loan services from the convenience of a Trend-Mart store. In the South-
eastern United States these banks are operated as Trend-Mart Money Centre by
SunTrust. In other areas of the United States the banks are operated under agreements
with state chartered or Office of the Comptroller of the Currency authorized banks.
Certain account and services are insured by the FDIC for up to $250,000.00 while
other services such as brokerage account are not covered. Trend-Mart does not own or
operate any of the banks inside of their stores because they currently do not possess a
banking license.
✔ Puerto Rico
• Trend-Mart Stores
• Trend-Mart Supercenters
• SAM'S CLUB
Supermercados AmigO
✔ GUAM
• Trend-Mart Stores
• Trend-Mart Supercentres
• BALANCE SHEET
Annual Financials for Trend-Mart Stores Inc
All amounts in millions except per share 01/2009 01/2008 01/2007 01/2006
amounts. (TTM) (TTM) (TTM) (TTM)
Assets
Cash and Equivalents 7,275.00 5,492.00 7,767.00 6,193.00
Restricted Cash 0.00 0.00 0.00 0.00
Marketable Securities 0.00 0.00 0.00 0.00
Accounts Receivable 3,905.00 3,642.00 2,840.00 2,575.00
Loans Receivable 0.00 0.00 0.00 0.00
Other Receivable 0.00 0.00 0.00 0.00
Receivables 3,905.00 3,642.00 2,840.00 2,575.00
Raw Materials 0.00 0.00 0.00 0.00
Work In Progress 0.00 0.00 0.00 0.00
Purchased Components 0.00 0.00 0.00 0.00
Finished Goods 0.00 0.00 0.00 0.00
Other Inventories 34,511.00 35,159.00 33,685.00 31,910.00
Inventories -Adj Allowances 0.00 0.00 0.00 0.00
Inventories 34,511.00 35,159.00 33,685.00 31,910.00
Prepaid Expenses 3,063.00 2,760.00 2,690.00 2,468.00
Current Deferred Income Taxes 0.00 0.00 0.00 0.00
Other Current Assets 195.00 967.00 0.00 679.00
Total Current Assets 48,949.00 48,020.00 46,982.00 43,825.00
131,161.0 122,256.0 115,190.0 100,929.0
Gross Fixed Assets (Plant, Prop. & Equip.)
0 0 0 0
Accumulated Depreciation & Depletion 35,508.00 28,531.00 26,750.00 23,064.00
Net Fixed Assets 95,653.00 93,725.00 88,440.00 77,865.00
Intangibles 0.00 0.00 0.00 0.00
Cost in Excess 15,260.00 15,879.00 13,759.00 12,097.00
Non-Current Deferred Income Taxes 0.00 0.00 0.00 0.00
Other Non-Current Assets 3,567.00 5,890.00 2,406.00 4,400.00
114,480.0 115,494.0 104,605.0
Total Non Current Assets 94,362.00
0 0 0
Liabilities
Accounts Payable 28,849.00 30,344.00 28,484.00 25,101.00
Notes Payable 0.00 0.00 0.00 0.00
Short Term Debt 7,669.00 11,269.00 8,283.00 8,633.00
Accrued Expenses 0.00 0.00 0.00 0.00
Accrued Liabilities 18,789.00 16,725.00 15,381.00 14,614.00
Deferred Revenues 0.00 0.00 0.00 0.00
Current Deferred Income Taxes 0.00 0.00 0.00 0.00
Other Current Liabilities 83.00 140.00 0.00 477.00
Total Current Liabilities 55,390.00 58,478.00 52,148.00 48,825.00
Long Term Debt 31,349.00 29,799.00 27,222.00 26,429.00
Capital Lease Obligations 3,200.00 3,603.00 3,513.00 3,667.00
Deferred Income Taxes 6,014.00 5,087.00 4,971.00 4,501.00
• NET SALES & NET PROFITS
INCOME STATEMENT OF TREND-MART
Top of Form
Bottom of Form
Income Statement
Operating Expenses
Research Development - - - -
Selling General and
19,875,000 18,637,000 20,138,000 19,185,000
Administrative
Non Recurring - - - -
Others - - - -
Non-recurring Events
Discontinued Operations (7,000) (8,000) - 80,000
Extraordinary Items - - - -
Effect Of Accounting
- - - -
Changes
Other Items - - - -
• FUTURE PLANS
TREND-MART FUTURE PLANS: This year the highest priority is adding 240 to 250
supercenters just here in the United States... In addition to that, we'll continue to add discount
stores to the portfolio, about 40 to 45 of those. And then filling in markets where supercenters
are already developed we'll add neighbourhood markets probably closer to 20 to 25 rather
than the 25 to 30 that you see there... .......................................SAM'S CLUB, add 30 to 40. So
that in total here in the United States we are adding basically a store or a CLUB per day; 365
in total for the year...Right here in the United States we talked about adding 240 to 250
supercenters. That is a big deal.. Flipping across the globe, if you look at China, huge land
mass, more importantly lots of potential customers there and today more affluence that can
afford its way into an established store. You know how many stores we have today in China?
The number is only like 44 or 45. So the opportunity even though we have coloured China as
a white or occupied area for us, it is a tremendous development opportunity.
CHAPTER-6
LEARNING EXPERIENCE
While undergoing this project work called “COMPANY PROFILE”, it helped me to
know and understand the basic set-up of an organization. It allowed me to
understand the key functions like marketing, human resources, finance,
international business etc.
The process of making the project made me correlate and apply the various
concepts and ideas, learnt in the classroom studies like planning, organizing,
departmentalisation, span authority, responsibility, controlling etc.