CHAPTER-I

INTRODUCTION

Pronounced is a common and widely occurring type of intrusive, felsic,

igneous rock. Granites usually have a medium to coarse – grained texture.
Occasionally some individual crystals (Phenocrysts) are larger than the
groundmass, in which case the texture is known as porphyritic. A granitic rock
with a porphyritic texture is sometimes known as porphyry. Granites can be pink to
gray in color. Depending on their chemistry and mineralogy by definition, granite
is an igneous rock with at least 20% quartz by volume. Granite differs from
granodiorite in that at least 35% of the feldspar in granite is alkali feldspar as
opposed to plagioclase; it is the alkali feldspar that gives many types of granite a
distinctive pink color. Outcrops of granite tend to form tours and rounded massifs.
Granites sometimes occur in circular depressions surrounded by a range of hills,
formed by the metamorphic aureole or horn Fields. Granite is usually found in the
continental plates of the Earth’s crust.

The Granite Industry has received a wider publicity and corporate

importance in the last few years. The industry is emerging now as a thrust-export-
area with several corporate houses, supported by expert professionals trained in all
aspects, entering the sector with sophisticated world-class machinery and making it
an organized one. Many overseas buyers, including the Japanese, are the regular
importers of the Jet Black Material, which is considered to be the world's best
variety and is found in abundance in Tamil Nadu, Andhra Pradesh and Karnataka.
Bu they have, of late, lost confidence in the supply of materials owing to it

1
 1.1 Industry profile

. Granite is known as “King of Stones” because of its inherent

characteristics such as,

. extra fine mirror polish, scratch free glossy surface and durability. Indian
granite has,

. become the most sought after and extensively used stone material in
building,

. constructions and massive structural works throughout the world and is

well known,

. in the international market not only for its elegance and aesthetic quality
but also for its durability.

. India accounts for 30 per cent of the world‟s export of high quality
natural stones.

. like granite, marble, sandstone. The country has emerged as one of the
teaching

. countries in the production and export of granite and other stones. The
country has

. vast resources of granite with about 1120 varieties of different colours

and textures.

2
. The industry is producing a wide range of granite based products, viz.
Granite tiles,

. slabs/blocks, monuments, tombstones, table tops and several handicraft

items like

. costume jewellery boxes, ashtrays, pen stands, paper weights etc.

Ever since the Government of India pronounced Granite as a Trust Sector
in 1990,

. the granite industry has taken a new turn. Today granite has emerged as
a major

. foreign exchange earner. India‟s export of granite and granite based

products.

. India Granites and Stone Association (Bangalore) has also been playing
an equally,

. important role in promoting granite industry by organising international

trade fairs,

. on granite and other stones in India after every four years. These fairs
have been

. widely participated by the leading exporters/importers and other

concerned.

1.2 COMPANY PROFILE

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 Sri Chakra Granites was registered on 18 December, 2000. Sri Chakra
Granites Corporate Identification Number (CIN) is U14102KA2000PTC028311,
Registeration Number is 028311. Their registered address on file is
#311/1D1,Nallaganakothapalli village, Near TNEB,SHOOLAGIRI –
635117,Krishnagiri Dt, Tamilnadu, India. Sri Chakra Granites currently have 3
Active Directors / Partners: Adriano Dalle Nogare, Sergio Dalle Nogare, Udhayan
Ramasamy, and there are no other Active Directors / Partners in the company
except these 3 officials.

The Company is today trusted name in the world of natural stone. We supply
high quality, exquisitely color natural stones (Multi color granite slabs) to
wholesalers, retailers, builders, interior designers, contractors, fabricators and end
user.

Here are some reasons why Sri Chakra Granites can indeed deliver what it
promises to deliver.
 Customer support people who really understand the user’s custom
requirements
 14 years in natural stone business
 Own granite mines, proximity and direct access to exclusive quarries
 State of art manufacturing facility
 Five contemporary granite stockyards in Italy.
 Volume production, uninterrupted supplies
 Infrastructure

With state of art manufacturing facility (100% export oriented) and five
contemporary stockyards (To feed Italy Market) Sri Chakra Granites experienced
4
team is well placed to address every granite requirements in a timely and cost-
friendly manner.

Sri Chakra Granites manufacturing facilities equipped with following major

machineries
 Two Gang saws Machines
 Two automatic line Polishing
 Automatic Resining Plant
 Two Wire saws
 Eco Friendly water treatment and recycling plant

Suzlon Wind Turbine Generators

 Producing 3.5 million pollution free electricity

Sri Chakra Granites

 Tiling unit to cater international Marketing in Italy
 Trading in imported and Indian quota stones, slates, Vitrified tiles, etc for
projects and big individual requirements
 Five stockyards on Italy
 Combined yard floor area: 100,000 sq ft

1.3 PRODUCT PROFILE

5
 India possesses a wide spectrum of dimensional stones that include granite,
marble, sandstone, limestone, slate and quartzite, spread out all over the country.

India is also amongst the largest producer of raw stone material and the
sector is quite developed and vibrant in the south. As well as in Rajasthan and
Gujarat with a dedicated and vibrant in the south. India also has an indigenous
resource of machinery and tool manufacturers which cater well to the demands of
this sector.

Sri Chakra Granites stone industry has evolved into the production and
manufacturing of flooring slabs, structural slabs, calibrated – ready to fix tiles,
monuments, tomb stones, sculptures, artifacts [disambiguation needed] pebbles and
landscape garden stones.

Granites are widely occurring felsic, intrusive and igneous type of rocks.
The texture of granite is medium to coarse, rarely with some crystals bigger than
the groundmass forming rock which is called as porphyry. Granites are found in
different colors like pink, dark gray, green, yellow, red or sometimes even in black
and gold depending upon its mineralogy and chemistry. Sometimes Granites occur
in circular depressions encircled by a series of hills that are formed by the

Metamorphic Horn plus. Granites are often massive lacking internal

structures. They are tough, hard and it has gained widespread use for constructive
purposes. 2.75g/cm3 is the average density of granite. If you look at the word
'granite', it comes from the Latin word 'granum' which is a grain, in reference to its
coarse grained constitution.

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 According to a scientific diagram, Granites are classified for coarse grained
plutonic rocks – granite and it is named based upon the percentage of quartz, alkali
feldspar - sanitize, orthoclase or microcline. Granite like rocks which are silica
under saturated might have a feldspathoid such as nepheline. According to modern
petrologic, true granite contains both alkali feldspars and plagioclase. When
gratitude lacks or almost lacks plagioclase the rock is said to be alkali granite. If
the gratitude carries less than 10% of orthoclase, then it is called tonality.
Amphibole and Pyroxene are common in tonality. Granites that have both biotitic
micas and muscovite are called two-mica or binary granite. Typically two-mica
granites are low in plagioclase and higher in potassium; A-type or S-type granites.
Rhyolite is a volcanic equivalent of plutonic granite.

GRANITE SIZES:

Available in the form of blocks, slabs, modular tiles and other tailor made
sizes and thickness.

Finished: Mirror polished, honed finish, flamed, modular tiles – chamfered /

Beveled, calibrated, back grooved.

Sizes: Blocks: 2M*1M*1M*up to 3M*2M*2M

Slabs: Counter size – Min. 250cm*75cm

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Gang saw Size Slabs: Min. 280 cm *165cm & up in 2cm, 3cm thickness Vertical /
cutter size slabs: 180 & up *65 cm to 85 cm in 2cm, 3cm thickness. Tiles: 30cm*
30cm up to 90cm* 90cm in 1cm, 2cm, 3cm thickness.

OBJECTIVES OF THE STUDY

1. To know the present status of the suppliers in terms of their supplied

material and services.
2. To collect and evaluate ideas and views and expectations of the internal
customers for the improvement in suppliers performance.
3. To make company’s internal suppliers aware about the dissatisfaction part of
their customers.
4. To find out the most prominent area of dissatisfaction.
5. To enhanced the communication and co-operation between the internal
suppliers and their customers.

CHAPTER-II

8
2.1 ORGANIZATIONAL STRUCTURE

Directors

General Manager

Manager

Production HR Finance Marketing

Manager Manager Manager Manager

Supervisor

Workers

9
ABILITIES

 Director has more than responsibilities in our company

 He checked daily all managers in our company
 General Manager he seeing in camera all place and all departments he
checked surrounding area in company
 Export stones dealings know the MD and GM he do direct customer sales of
slabs
 Managers: Each department has one manager more than types of
department in one company so each manager managing only one department
 He will give more work to labours manager will take responsibility one
department he know managing one department so only he don’t know other
department managing
 Supervisor: means workers of a head man the know all works all names all
materials and all operating’s
 Which person doing all works that person company promoted by supervisor?
 Supervisor will give to work labours
 What he say the work that work finishing responsibilities only for workers
 In case somebody workers did not do the work at the time supervisor give
 Complaint to manager he also doing some works but he checking all labors
in our department
 Labours: is a main important part of in our company .company need more
labours and helpers because all works doing only the labours.

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 2.2 DUTIES AND RESPONSIBILITIES OF THE
MANAGERS

.The General Manager is the Legal Representative of the Company and

shall be entrusted with the direction and management of the company
businesses. The General Manager shall not be a regular member of the
Board of Directors, but the Board can provisionally entrust the
Management to any of its members.

.The General Manager shall be appointed by the Board of Directors,

except for the first one who is appointed in the Deed of Incorporation. To
be a Manager is not necessary to be a shareholder.

.The General Manager is responsible, in a complementary manner, to

the Board of Directors duties and reports to the later about the company
performance.

.The General Manager is legally liable for the company, and in this
regard, must oversee the compliance of all legal requirements that affect
the company businesses and operations.

The term of office is undefined and subject to removal at any moment by the
Board of Directors or the GSM. If case of absence, the General Manager

1. Duties

roles of this officer are the following:

>> Perform regular administration and management activities of the
corporation.
>> Organize the internal regime of the corporation, use the corporation
seal, issue correspondence, and oversee that the accounting is up to
date.

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 >> Represent the corporation and act on their behalf before judicial,
administrative, labor, municipal, political and police authorities, whether
throughout the country or abroad.
>> Attend, with the right to speak but with no voting rights, the Board of
Directors sessions, unless the Board agrees to hold private sessions.
>> Attend, with the right to speak but with no voting rights, the GSM
sessions unless agreed otherwise.
>> Issue certificates regarding the content of the GSM or Board
sessions minutes, books of accounts or corporation records.
>> Submit the projects for annual reports and financial statements,
annual budgets, work programs and other activities to the Board of
Directors for approval.
>> Delegate, totally or partially, the powers granted upon the Manager in
the company By-Laws.
>> Execute the Business Plan approved by the Board and propose
amendments to such Plan.

2. Responsibilities of the General Manager

3.
The General Manager is responsible for:
>> The compliance of the Board of Directors and GSM agreements,
unless indicated otherwise for particular cases.
>> The damages originated from non-compliance of his or her duties,
fraud, abuse of authority and severe negligence.
>> The General Manager shall be held responsible with their
predecessors with regard to any violation made by them, if being of their
knowledge, they fail to report them in writing to the GSM at the moment
of taking the position or immediately after knowing them.
>> The existence, regularity and authenticity of accounting systems,
books required to be kept by Law and other books and records that an
organized trade person must keep.
>> The authenticity of the information provided to the General
Shareholders Meeting or to the Board of Directors.
>> The concealment of deficiencies observed in the corporation
activities.
>> The preservation of the social funds under the name of the
corporation.

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 >> The allocation of the company resources in businesses different than
those of the company.
>> The authenticity of certificates issued on the content of the company
books and records.
.

CHAPTER-III

FUNCTIONAL DEPARTMENTS

There are Four Major Departments in the Sri Chakra Granites, and Additional
Departments are individually split in below departments Like Wiresaw Department,
Gangsaw Department and Polishing Department in Major of Production Department.

 FINANCE DEPARTMENT
 MARKETING DEPARTMENT
 HR DEPARTMENT
 OPERATION DEPARTMENT

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3.1 FINANCE DEPARTMENT

The activities expected from a finance department cover a wide range from
basic bookkeeping to providing information to assisting managers in making
strategic decisions. What to expect from your finance department will depend
largely on factors such as how much involvement the owner/manager has in the
organization.

ROLE OF FINANCE DEPARTMENT

At the base level, your finance department will be responsible for all the day
to day transactional accounting for the business. This will include the tracking of
all transactions and the management of any government reporting. In very small
owner-managed businesses this role is often filled by a family member with
accounting experience. An outside accounting firm is usually used for annual
financial statements and returns. In larger organizations this role will extend right
through to preparing the financial statements with an external auditor engaged for
assurance purposes.

The finance department is also responsible for management of the

organization’s cash flow and ensuring there are enough funds available to meet the
day to day payments. This area also encompasses the credit and collections
policies for the company’s customers, to ensure the organization is paid on time,
and that there is a payment policy for the company’s suppliers. In most

14
organizations there will be some form of forecast prepared on a regular basis to
systematically calculate the on going cash needs.

Where there are cash needs beyond the day to day working capital, the
finance department is responsible for advising and sourcing longer term financing.
Financing may be obtained though bank or private lender debt or, in applicable
firms, share issues to private investors. If the organization is ready to target angel
investors or venture capitalists the finance department will be key in preparing the
documents required for these presentations and may work with outside consultants
on a company valuation. In larger firms considering public share offerings the
finance department will assist with the preparation of the offering documents but
will likely also use outside consultants to advise on this complicated process.

With the must-do’s taken care of, the finance department can now start to
contribute to the management and improvement of the operations by measuring
and reporting regularly on key numbers crucial to the success of the organization.
Management accounting information is information that managers can use to
monitor the operations and decide where further attention may be required. It will
likely include some non-financial information and should be communicated to
managers in a way that is easy to understand. In smaller owner-managed
businesses this resource, though extremely important, is often overlooked or
ignored.

Looking forward, the finance department will work with managers to

prepare the organization’s budgets and forecasts, and to report back on the progress
against these throughout the year. This information can be used to plan staffing
levels, asset purchases and expansions and cash needs, before they become
necessary. Some organizations often ‘plan’ by the seat of their pants, while

15
organizations know it is important to have some idea of where you want to go
before you start going there.

Finally, the finance department should be called upon to provide information

to assist managers in making key strategic decisions, such as which markets or
projects to pursue or the payback periods for large capital purchases. The finance
department can often contribute an objective perspective based on special financial
assessment techniques.

In summary, some organizations know the finance department should be

considered a resource to assist managers in the running of the business. With the
growing popularity of outsourced finance departments, it is possible for even small
businesses to have access to all of the benefits of a full finance department, through
part time professionals, at a fraction of the cost of employing a full time finance
department.

FUNCTIONS OF FINANCE DEPARTMENT:

Financial statement:

16
 A financial statement is typically prepared by an accountant. But if you are
starting a small business, you might find it practical to prepare it on your own.
Because you still don’t have data that’s altogether too complicated to work on,
preparing these documents by your self will be relatively manageable. A financial
statement is a general term for three types of documents:

 Balance sheet.
 Income statement and
 Cash flow.

BALANCE SHEET:

Understand what a balance sheet is. The balance sheet basically involves the
business assets and liabilities. You have to deduct the liabilities from the assets to
identify the business net worth. In accounting, the net worth a used to
determined if the business is in good condition.

List down your assets: The assets are the things your company owns. This
includes the equipment and machines, supplies, vehicles, and accounts receivable.
You have to determine the present value of these assets and sum them all up.

List down your liabilities: These are what your company owes. Loans
account payable, utilities, and taxes all are liabilities. Again, write them all down
and their individual values. Tally them up.

Determined you net worth. Simply subtract the liabilities from the assets. If
you get a positive figure, your net worth is very good. But if the figure you derive
is negative, your net worth is less than ideal.

17
 3.2 MARKETING DEPARTMENT

To encourage a type of cumulative contribution to the marketing field by a

process of learning how to learn, i.e., the strategy of scholarly inquiry. The
marketing department must act as a guide and lead the company's other
departments in developing, producing, fulfilling, and servicing products or services
for their customers. Communication is vital. The marketing department typically
has a better understanding of the market and customer needs, but should not act
independently of product development or customer service. Marketing should be
involved, and there should be a meeting of the minds, whenever discussions are
held regarding new product development or any customer-related function of the
company.

ROLE OF MARKETING DEPARTMENT

The marketing department of a company carries out marketing strategies and

plans.
If the company is very small, one person might do all of the marketing work --
research, selling, for various prices for the Granite to design the stone for colorful
and attractively.
As the company advertising, expands, a marketing department organization
emerges to plan and carry out marketing activities. In large companies, this
department contains many specialties. For instance, Kraft General Foods uses
product managers, sales managers and salespeople, market.

18
 Modern marketing departments can be arranged in several ways. The most
common form of marketing organization is the functional organization. Here
different marketing activities are headed by a functional specialist -- a sales
manager, advertising manager, marketing research manager.

A company that sells across the nation or internationally often uses a

geographic organization in which its sales and marketing people are assigned to
specific countries, regions, and districts. Geographic organization allows
salespeople to settle into a territory, get to know their customers and work with a
minimum of travel time and cost.

A mail order or catalog company such as LL Bean or Land's End is

organized somewhat differently. The marketing department in essence is a
publisher -- issuing many catalogs through the year. Functions include creative
(copy, art, photography), production, list rental, database specialists, premium and
promotion specialists, space and broadcast advertising, and Internet functions.

A useful source of information on direct marketing, mail order and catalog

marketing is the Direct Marketing Creative Generator blog. Here, a well-known
industry authority and college professor discusses a different aspect of direct
marketing every seven days in simple.

19
 3.3 HUMAN RESOURCE DEPARTMT

A. Manpower recruitment:

Recruitment for the position of team members, TLs & some times even
ADMs is done at the store by the HR head, SM & ASMs. However for the
recruitment for the higher posts like DMs, ASMs & SM, the selection is done at
the zonal office.

All candidates have to undergo a selection process. This process comprises

of the return test followed by group discussion, role play & the final interview.

B. Manpower Training & Development:

The main idea behind this program is to develop knowledge skill & attitude
required by an individual to perform adequately a given task. This training
program has been successfully improving the performance of the employee &
which in turn has enhanced the organizational performance. Various training
programs along with the written test at each of the training levels have been
designed. They are cashier training, group philosophy, training on retail business,
values, sales training, policies, product knowledge etc

C. Maintaining Employee Records:

20
 The personal information of the each employee is maintained in the SAP.
Information related to leaves, provident fund, gratuity, ESI, bonus, salary, personal
loans, etc is maintained by HR dept.

D. Deciding salary and wages:

The salary is finalized considering following factors

1. Current salary level

2. Qualification and experience
3. Level at which the job is offered
4. Existing salary levels in the organization.
5. Market trends
Various levels are available to the employees like casual leaves, sick leaves,
earned leaves, maternity leaves, all purpose leaves, paid holiday, compensatory off
and weak off.

E. Employee Welfare:

Every organization conducts welfare activities for its employees. The

welfare activities in big bazaar are unique by them selves.

Following are the welfare activities in the big bazaar

1. Award to staff that help in the pointing pilferage

2. Cultural activities to provide scope for their hidden talents
3. Birthday celebrations
4. Long-term service awards

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3.4. PRODUCTION DEPARTMENT

The production department is responsible for converting inputs into outputs

through the stages of production processes. The Production Manager is responsible
for making sure that raw materials are provided and made into finished goods
effectively. He or she must make sure that work is carried out smoothly, and must
supervise procedures for making work more efficient and more enjoyable.
The main role of production is to turn inputs (raw materials) into outputs
(finished stones). Outputs refer to a finished product or service and inputs are the
materials that are needed to manufacture certain goods. When a business completes
this process they are able to achieve customer satisfaction by producing products
that are ready to be used and fit for purpose.

• The production department is responsible for ensuring quality is achieved in

each item produced. They will need to carry out inspections and implement
suitable quality initiatives. This is one of the major duties of this
department because if mistakes are made on products, customer satisfaction
will be decreased or if products are ruined during the production process it
means that the company will have to throw "bad" products away (creating
waste). Both aspects will lead the company to a loss of profit. Quality

22
 assurance will have to be carried out everyday on a number of occasions to
ensure that the production process is working efficiently and effectively. For
example Coco-cola will carry out approximately 200 inspection per day to
ensure quality is being achieved.

• Business

• Business Ownership

• Sell a Company

• What Are the Duties of the Production Department

THE ROLE OF PRODUCTION DEPARTMENT:

The production department is the driving force turning the wheels of every
manufacturing company because without it there are no Granites to sell to
customers. Along with producing the goods a manufacturer sells, the production
department determines how much of those Granites stones can be produced in a
certain time frame.

1. QUALITY OF STONES:

The production department's main duty is to ensure the Granite stones being
produced meet the customer's quality expectations. Even though the quality
assurance department inspects the granites through the manufacturing process, the
production department has certain quality duties too. Each step measures the raw
material to make sure it is within the tolerances recommended before it goes to the

23
next step. This measurement is either done digitally or by the machine or
production operator.

PRODUCTION SCHEDULING:

A production department can only manufacture or assemble so much

product in a certain amount of time. It is the duty of the production department to
maintain a production schedule so other departments know what is being produced
and how long it takes to produce that quantity. The sales department relies heavily
on this production scheduling to provide customers with a satisfactory time line of
shipment for their purchases.

CO-ORDINATING DUTIES:

Not all goods are produced on an assembly line. This is the last step in a
long production process. The production department coordinates the production of
each part of the assembled stones to ensure all parts are being produced in
conjunction with each other. All parts of an assembled product are formed from
raw material. This process takes several steps from the production department to
make sure each part of the product is being produced simultaneously or within the
same time frame.

OBJECTIVES OF PRODUCTION DEPARTMENT

Production is an organized activity in a manufacturing organization .Each

organized activity must spell out its objectives so that its existence can be justified
on the basis of the degree of attainment of these objectives.

24
  The unit cast of the product should be estimated carefully and efforts should
be made to stick to the cost standards.
 The industry’s production department should take utmost care in
maintaining quality levels.3.
 Setting of proper manufacturing quality levels.4.
 Setting of proper manufacturing schedules to ensure time lines.5.
 Optimum utilization of inputs of production like men, material and machines
monitored.

FUNCTIONS OF PRODUCTIOIN DEPARTMENT:

There are five production sub-functions
1. PRODUCTION AND PLANNING:

They will set the standards and targets at each stage of the production
process. The quantity and quality of products coming off a production line will be
monitories.

2. PURCHASING DEPARTMENT:
This department will provide the materials, components and equipment
required. An essential part of this responsibility is to ensure that stocks arrive on
time and are of good quality.

3. STORE DEPARTMENT:

The stores department are responsible for stocking all the necessary tools, ,
raw materials and equipment required to service the manufacturing process.

25
4. THE DESIGN AND TECHNICAL SUPPORT DEPARTMENT:

They are responsible for the design and testing of new product processes and
product types, together with the development of prototypes through to the final
product.

5. THE WORK DEPARTMENT:

This department is concerned with the manufacture of products. This will

include the maintenance of the production line and other necessary repairs. The
works department may also have responsibility for quality control and inspection.
• Color and quality selection of granite blocks in different quarries
• Selected stone blocks are transported to factory and are stored in open yard

Particular stone is selected according to the specifications of the customers

and then dressed on the Diamond Wire saw Machine and then placed on the
trolley.

26
 CHAPTER IV

PORTERS FIVE FORCES MODEL

PORTERS FIVE FORCES MODEL

4.1 Threat of new entrants

27
Profitable markets that yield high returns will attract new firms. This results in
many new entrants, which eventually will decrease profitability for all firms in the
industry. Unless the entry of new firms can be blocked by incumbents (which in
business refers to the largest company in a certain industry, for instance, in
telecommunications, the traditional phone company, typically called the
"incumbent operator"), the abnormal profit rate will trend towards zero (perfect
competition).

The following factors can have an effect on how much of a threat new entrants
may pose:

 The existence of barriers to entry (patents, rights, etc.). The most attractive
segment is one in which entry barriers are high and exit barriers are low.
Few new firms can enter and non-performing firms can exit easily.
 Government policy
 Absolute cost
 Brand equity
 Expected retaliation
 Access to distribution
 Customer loyalty to established brands
 Industry profitability (the more profitable the industry the more attractive it
will be to new competitors)

4.2 Threat of substitutes

The existence of products outside of the realm of the common product boundaries
increases the propensity of customers to switch to alternatives. For example, tap
water might be considered a substitute for Coke, whereas Pepsi is a competitor's
similar product. Increased marketing for drinking tap water might "shrink the pie"
for both Coke and Pepsi, whereas increased Pepsi advertising would likely "grow
the pie" (increase consumption of all soft drinks), albeit while giving Pepsi a larger
slice at Coke's expense. Another example is the substitute of a landline phone with
a cellular phone.

Potential factors:

 Buyer propensity to substitute

 Relative price performance of substitute
 Perceived level of product differentiation
 Ease of substitution
 Quality depreciation
28
  Availability of close substitute

4.3 Bargaining power of customers

The bargaining power of customers is also described as the market of outputs: the
ability of customers to put the firm under pressure, which also affects the
customer's sensitivity to price changes. Firms can take measures to reduce buyer
power, such as implementing a loyalty program. The buyer power is high if the
buyer has many alternatives. The buyer power is low if they act independently e.g.
If a large number of customers will act with each other and ask to make prices low
the company will have no other choice because of large number of customers
pressure.

Potential factors:

 Buyer concentration to firm concentration ratio

 Bargaining leverage, particularly in industries with high fixed costs
 Buyer information availability
 Availability of existing substitute products
 Buyer price sensitivity
 Differential advantage (uniqueness) of industry products
 RFM (customer value) Analysis

4.4 Bargaining power of suppliers

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

Suppliers of raw materials, components, labor, and services (such as expertise) to
the firm can be a source of power over the firm when there are few substitutes. If
you are making biscuits and there is only one person who sells flour, you have no
alternative but to buy it from them. Suppliers may refuse to work with the firm or
charge excessively high prices for unique resources.

Potential factors are:

 Degree of differentiation of inputs

 Strength of distribution channel
 Supplier concentration to firm concentration ratio
 Employee solidarity (e.g. labor unions)

29
  Supplier competition: the ability to forward vertically integrate and cut out
the buyer.

4.5 Industry rivalry

For most industries the intensity of competitive rivalry is the major determinant of
the competitiveness of the industry.

Potential factors:

 Sustainable competitive advantage through innovation

 Competition between online and offline companies
 Powerful competitive strategy

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 SWOC ANALYSIS
4.6 Strength:

1. Reputation in marketplace
2. Expertise at partner level in HRM consultancy

4`7 Weaknesses:

1. Shortage of consultants at operating level rather than partner level

2. Unable to deal with multi-disciplinary assignments because of size or
lack of ability

4.8 Opportunities:

1. Well established position with a well defined market niche

2. Identified market for consultancy in areas other than HRM

4.9 Challenges:

1. Large consultancies operating at a minor level

2. Other small consultancies looking to invade the marketplace

SWOT analysis (alternatively SWOC Matrix) is a structured planning method

used to evaluate the Strengths, Weaknesses, Opportunities,and Challenges
involved in a project or in a business venture. A SWOC analysis can be carried out
for a product, place, industry or person. It involves specifying the objective of the

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business venture or project and identifying the internal and external factors that are
favorable and unfavorable to achieving that objective. The technique is credited to
Albert, who led a convention at the Stanford Research Institute (now SRI
International) in the 1960 degree to which the internal environment of the firm.

CHAPTER V

5.1 FINDINGS

• In SRI CHAKRA GRANITES Company there are 150 employees

working. The employees and staff are working under stressful conditions.

• In Sri Chakra Granites, labs there are different department like HR

Department, production Department, and manufacturing Department,
finance Department, maintenance Department.

• Canteen facility should not be available in this company.

• Employ feel that “it will be better if the company increases the salary and
wages”.

• Co-ordination between the employees is less.

• Employees should be monitored frequently by the supervisor because

few employees were lazy to work.

• Stock of finished goods and raw materials should be kept separate as it is

now in production place.

• Lack of motivation.

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• Employees were dissatisfied with their working hours, as the company
increased its working hour from 8 hours to 10hours. So few employees
were resigned their job.

• North Indian employees were disappointed with their hospitality aspect.

• Good Communication between the north-Indians and the managers.

• More competitions can be in the field of packaging, so the company is

required to work fast than its actual performance.

• Well experienced operators with excellent technical knowledge.

• Security system seems to be more alert.

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5.2 SUGGESTIONS

 The company is a reputed one in supplying automative products but it

should extend their activities in other foreign countries.

 Handling of grievances inside the company is to be made carefully without

any misunderstandings.

 The company should make sure in providing accommodation facilities to

the workers.

 The company has the ability to diversify their business activities towards
various fields.

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5.3 CONCLUSION

An inplant training undertaken in the SRI CHAKRA GRANITES, company

is very useful. As there is an overall observation about the concern within the
period of 15 days. The work done in the company brought an experience about a
real time company. The people inside the company were very helpful in providing
information about the company rather than its secret details. All of them were
supportive and motivated to complete the inplant training.

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BIBLIOGRAPHY

Websites:

 www.chakragranites.co.in

 www.google.co.in/wikipedia_details

 http://search.com/granite-industries-page1

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