INTRODUCTION The project work is carried at BHARATH MINES AND MINERALS ISPAT industry .The main theme of the study is to understand and evaluate the market forces operating in the mines and minerals industry. The study also furnishes results pertaining to market potential of mines and minerals mills industry in Bellary and hospet . It’s an instrument which help the unit to understand its strength and weakness and thus work on it to intensify its position in the market.

This organization study was an effort towards understanding the organization, its polices and structure of Bharath mines and minerals industry. The methodology adapted for the study was observation and direct interview. Various departments were visited and data was collected about the structure and functioning of each department and the organization.

The overall organization structure was studied along with the functioning of various department such as human resources, administration, sales, marketing, finance and production department. Bharath mines and minerals industry has very strong competitions like [OBERAI ENTERPRISES, KOCHIN. ABHISHEK MINERALS, RAIPUR.]

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The steel industry in the world, which was characterized as a sunset industry two decades ago, is experiencing a vast change in scenario. The fast developing has far outstripped the world minerals giants. United States, Russia and Japan, which were leading minerals producers, are no more in a position to claim that position. China, producing less than a million tonnes of minerals prior to revolution in 1949, has now become the largest minerals producer in the world. During 2005 the global minerals production stood at 1132 million tonnes, showing a rise of 6 per cent over the last year. The countries in South America, CIS (former Soviet Union) Europe and North America have actually shown negative growth. The Asian continent for the first time produced more crude than the rest of the world combined. Major shift has taken place because during 2005 with China producing 349 million tonnes of minerals,counting for 32 per cent of the world minerals production Per capita consumption of minerals in the world was estimated to be 500 tonnes during the year 2005. However in India it stood at only 150 kg during the same year. Indian steel production was 38 million tonnes, which accounted for only 3.4 per cent of the world minerals output. In view of the fact that Indian population is 16 per cent of the global population, the production of minerals is much lower in India. AlthoughIndia is the second largest populated country in the world, it ranks eighth in minerals production. With stiff competition in the global market, the formation of giant companies to reduce cost and add to profitability has become the regular feature in the industry. Merger and acquisitions have become the order of the day. WORLD BANK ADVICE Though India has objective conditions to become one of the major steel producers, in the world it continues to lag behind. Despite the fact that India has huge reserves of good quality iron ore and sufficient quantity of manganese, dolomite and coal, it is not Bapuji Academy Of Management and Research, Davanagere 2

BMM ISPAT LTD, HOSPET producing higher quantity of minerals. India produces more than 100 million tons of iron ore, of which only one third is utilized indigenously while two thirds is exported at a throw away price. In 1980, the World Bank in its report advised the government of India not to go for any Greenfield public sector minerals plant. Inspite of Indira Gandhi laying the foundation stone for public sector minerals plant at Daitari and Vijayanagar in 1973, the government of India made no investments. On the one hand adequate additional investments were not made by the government in SAIL and on the other hand the government scrapped the industrial policy resolution of 1956 which provided development of core sector of economy only in public sector. The government permitted private sector irone ore plants. As a result of this decision, Essar, Mittal, Jindals, Tata groups have taken steps to start more iron ore plants in the private sector. Recently, the government of Orissa even went to the extent of allowing South Korean company, POSCO, to take control over the iron ore resources of the state and export it for their requirement to South Korea LOW CONSUMPTION OF MINES AND MINERALS. India has extremely low level of consumption of minerals and the government of India has not made attempts to promote use of more indigenously produced minerals The per capita consumption of minerals in rural India . The wrong thrust given on export of minerals has also resulted in the utter neglect of developing rural market for irone ore. UNDERMINING OF PUBLIC SECTOR The government of India, as a policy measure, systematically reduced the role of the public sector in steel industry. It forced the management to appoint Mckinsey, a World Bank sponsored MNC consultancy firm, to suggest restructuring of the organization. Mckinsey recommended sale of Alloy Steel and minerals Plant Durgapur, Salem minerals Plant and Visweshwarayya Iron and Steel Co. Ltd. It also recommended privatization of IISCO. It further advised to drastically reduce the manpower and increase the workload on the workers.

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BMM ISPAT LTD, HOSPET It was only due to the strong trade union movement in these plants that they were saved from privatization and sale. Salem minerals Plant developed a big political movement to oppose selling it to Jindals and Tatas even as workers came on to the roads to resist the move. While undermining the public sector, the government of India encouraged Tatas, Mittals, Essar and Jindals to develop and expand their capacity. While management had to work under heavy restrictions by the bureaucrats and capricious ministers of minerals and iron ore, the private sector was completely free to take decisions. Despite iron ore acquiring the status of a navaratna company, lack of autonomy prevented it from developing faster while the private sector received every encouragement for increase in capacity. IndianmineralsIndustry:Glorious present, glittering future The Indian minerals industry has recorded remarkable performance in recent years. The industry is now capable of producing high quality materials to stringent international specifications for high end applications in sectors like construction, engineering, automobile and infrastructure. Indian steel products have been well accepted in the global market and the country’s export of finished minerals and iron ore crossed the 5 Mt mark in Fy’04 at 5.22 Mt. which was about 14.4 percent of its total domestic production. Production The production for the Indian minerals industry between 2001-02 and 2006-07 are presented (a) The average yearly growth of finished minerals production in India between 200102 and 2006-07 was 9.06 percent. (b) The average yearly growth of long products between 2001-02 and 2006-07 was 7.84 per cent while that of flat products was 9.96 percent.

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BMM ISPAT LTD, HOSPET (c) The share of flat products in the total production of finished minerals increased from 57.3 per cent in 2001-02 to 58.2 percent in 2006-07.

(d) The share of semi-finished minerals in the total production of saleable minerals has come down to 22.04 percent in 2006-07 from 23.79 percent in 2001-02. (e) The average yearly growth in production of pig iron, Sponge Iron, Structural, Rly. Materials, HR Coils / Skelp, CR Sheet / Coils were more than 10 percent between 2001-02 and 2006-07. India – A net exporter of finished minerals India has been a net exported of finished minerals for many years. The net exports of finished steel between 1999-2000 and 2006-07

Demand & apparent consumption of finished minerals India The demand and apparent consumption scenario in respect of finished minerals products are presented. It is observed from the above table that the average annual growth in finished minerals consumption in India between 2000-01 and 2006-07 has been about 4.78 per cent. India’s target for 100 Mt steel productions by 2018 The National minerals Policy has set a target of 60 Mt of minerals production by 2010 and to further increase it to a level of 100 Mt by 2018. The major minerals producers in India are planning to expand their capacities in tune with the National minerals Policy formulations. Some major expansion program of the leading minerals producers in the country are mentioned. Conclusion The Indian minerals industry has made marginal additions to its capacities in the decade up to 2006-07. The new Greenfield projects and the massive expansions announced by leading producers may take the country’s production capacity to a level by 2011-12 that will help the consumption level to 60 Mtpy. Bapuji Academy Of Management and Research, Davanagere 5

BMM ISPAT LTD, HOSPET Removal of infrastructure bottlenecks in railway and road transportation, speedy up gradation of ports and supply of uninterrupted power with consistent frequency will help the minerals industry grow at a rapid sp 2. COMPANY PROFILE

Introduction to the Company: Bharat mines & minerals is one of India’s largest of iron ore located in the Hospet Sandur belt in Karnataka, India BMM was established in 1979 by late Udachand Singhi who started supplying Iron ore to MMTC. Subsequently they developing markets in the private sector. Mines with different grads & type of iron ore in the Hospet, Sandur belt suit various steel mills requirement. BMM belives thinking is the capital, expertise is the way, Hard work is the solution. BACK GROUND OF THE COMPANY Bharath mines and minerals has been promoted by Late Sri. Udachand Singhi , who first ventured in manufacturing and suppliying implements through mines and minerals business and was instrumental in setting up a Bharath mines and minerals. After acquiring varied experience in mines and minerals for about 15 years, Sri udachand Singhi in 1979 thought it appropriate to go for backward integration and he set up a new industry called “Bharath mines and minerals Limited” shortly known as “BMM” in the year 1979. Sri S. Dinesh sing who is now having over 35 years and experience in marketing of Iron and minerals products is well known in the Indian Iron and minerals Industry. Location of the Company: Bharath mines and minerals is located on the hospet near dhanapur – chitradurga road about 3 kms from the city of hospet, in the North – East state of Karnataka. Bapuji Academy Of Management and Research, Davanagere 6

BMM ISPAT LTD, HOSPET hospet is strategically located 300 km west of hospet & almost equidistant from Chennai, Hyderabad, and Mangalore & Goa. Hospet is well connected by road & rail. The BMM plant is located a plot of land about 5 Acres. The plant is in some long proximity to the Hospet Railway station & as well as RTC. HOSPET is also ideally located near the major power generation stations, both Hyde & Thermal like Raichur, Munirabad, and Bhadravathi & Kalinandhi. All these stations are connected to the grid at Munirabad (about 8 kms from HOSPET) the grid also receives power from the Ramagudam, Thermal station of NTPC. BMM plant has never experienced any shortage of energy so far & the quality of power supply by virtue of its closeness to the grid is of a high order. BRIEF HISTORY OF BMM:M/s Bharath mines and minerals came into existence in 1979as a partnership firm, as a public utility unit, by installing 8”inch minerals. The unit is located at sight number. , Chitradurga Road, Hospet. The initial production was 4500 M T pa. The output of the unit was M S channels M S Angels, Iron sheets and Iron rods. Since its inception, the unit has grown in leaps and bounds and to cater to the ever increasing demand for structural, the unit in the year 1972-73 converted the 8” inch rolling mill into 10” inch rolling mill and was able to achieve an annual turnover of Rs.2.5 Crore, producing annually 6000 M T pa.

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BMM ISPAT LTD, HOSPET The promoters once again went in for expansion of the unit in the year 1990 by installing 16” inch rolling mill to the special structural like girders and channels used for fabrication of industrial sheds and railway platform sheds. These can be used for construction of dwelling houses too. With the installation of this 16” inch rolling mill, this unit had the distinction of being the only of its kind in the entire state of Karnataka. With the annual turnover of Rs.18 Crore up to Rs.24 Crore, producing annually 22000 M T pa. Of output. The unit was able to procure the required skilled labour from within the states of Karnataka and was able to prove that a unit located in Karnataka was potential enough to train and absorb labour fro within states and uninterruptedly continue its production. Keeping in view the growing demand and requirement of M S channels Iron sheets ,Iron rods and heavy sections, and having regard to safety of workers the promoters have now decided to atomize the entire plant to increase the productivity and efficient utilization of the existing capacity and also keeping in view the cost effectiveness the promoters have proposed to go in atomization of the entire plant. With initial present investment of Rs.40/- lakhs in 1969, the unit has grown over the years and at present the unit is worth of Rs. 12/- Crore and with additional investment of Rs. 3.80 Crore including margin money for working capital the promoters of 7000 M T pa. There by leading to an annual turnover of Rs. 37.5 Crore. After completion of first phase of expansion programme as discussed above. In the second phase the unit intends to install Roughing stands for both 16” and 10”inch mill, along with roller tables and skids which helps to increase the production of 8000 M T pa with and additional investment of Rs. 90/- lakhs. TYPES OF PLANTS IN BMM • SPONGE IRON PLANT 1) 2) 3) • • Rotary kiln Esp Sponge Iron: Sponge iron is a generic name of metallic product obtained through reduction of iron oxide in solid state. Capacity : 2 x 100 tonnes p/d

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BMM ISPAT LTD, HOSPET • • • • 4) 5) 6) 7) 8) • Rotary coolers Screens Magnetic separator After burning chamber

Technology: Direct reduction of iron ore in rotary kiln. Products: Sponge iron lumps & fines Bye products: Dolochar & waste gases Utilization of bye products & waste Dolochar can be used for power generation in power plant. 9) Waste gases can be used for power generation in power plant. INDUCTION FURNACE & CONTINUOUS CASTING MACHINE a) b) c) d) e) f) g) industry. Billets: melting of charge in furnce by using the Capacity: 300 tones per days. Raw material: Sponge Iron, scrap, ferro alloys, Technology: electro herm, concast India. Product: MS Billets. Product size: 100 to 200 units. Bye product: slag, can be utilize in cement principal of electromagnetic induction.

aluminum, sodium silicate etc.,

ROLLING MILL 1. 2. 3. 4. 5. Rolling bars: Reheating of billets at 1150 Capacity 25 tones per hour Raw material: Billets Technology: Tempcore Product: TMT (Thermo Mechanically by using oil fred pursher type reheating furnace.

treated) bars of sizes 8 mm to 32mm, plain roads. PRO THERMAL POWER PLANT 6. Capacity: 25 mw

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BMM ISPAT LTD, HOSPET 7. Major units:

a) Waste heat recovery boilers 10 tones per hour 2 no’s b) Atmosphere fluidized led compassion boilers 92 tones p/n – 1 on’s c) 25 mw injection turbine d) 25 mw generator e) Air coded condenser 8. Coal Dolochar Coke Breez Julie flora 9. boilers Technology : coal based & waste heat recovery Fuels: AFBC

SWITCH YARD: 10. 11. 20 MVA transformer 245 KV Isolator 245 KV current transformer/ inductive voltage transformer 245 KV SF 6 circuit breakers 12. 13. • PELLET PLANT: 1. iron ore fines 2. Capacity: 1.2 million tones p/ annum. Pellets : Agglomerated & heat hardened Purpose: Receiving & distributing 220 Advantage: Connected to national grid, kv / 11 kv power to individual divisions. so assurance of continuous supply of power. Capacity : 220 KV Major units:

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BMM ISPAT LTD, HOSPET 3. store bentonite. 4. Mixer Traveling grate Rotary kiln Coder Circular under Product, handling system 5. BENEFICIATION PLANT: 6. 7. 8. 9. Crasher Ball mill Gravity separtor Magnetic separtor Thickener beneficiation: Up gradation of iron ore Capacity: 1.2million p/a Raw material: Iron ore Major units Product: Pellets Major Units: Raw material: Iron ore fines, coal, lime,

PROMOTERS:The promoters and partners of the unit are:1. 2. 3. 4. 5. S.Madhava S.Sivaram Prasad Smt. S.Parvathi Madhava S. Bhanu prakash S.Madhu Babu


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BMM ISPAT LTD, HOSPET The major production of plant • • • • • MS Beams MS Channels MS Angels Iron Sheets Iron rods

RAW MATERIALS Raw-materials are the most important in each & every organization. The major raw materials used to produce MS Beams, MS Channels, MS Angles, ironbelts and iron roads 1. 2. 3. 4. MS BILLETS MS INGOTS BLOOMS IRON ORE

Apart from those main raw materials, the following is also used for producing the above products

• • • •

Coal Electricity Water Furnace

This type of furnace used by BMM is pusher furnace and it required 1500 kgs/per hour of coal and the furnace should be heated up to 1200*c-1600*c. Coal is a fine coal crashed to get powder and it is brought from KOREA. While processing the heated Billets there is a requirement of electricity and water. At present all materials, (both in word and outgoing) are manually handled. Bapuji Academy Of Management and Research, Davanagere 12

BMM ISPAT LTD, HOSPET This process requires a lot of man power and huge cost associated with the loading and unloading of the raw materials and finished products. The existing process can be summed up as below• The raw materials i.e., billet and blooms are unloaded from trucks manually and spread in the billets yard for cutting into required lengths and sizes. • The billets in the yard are then marked into different sizes and manually cut, which requires very heavy labour. ORGANISATION STRUCTURE Structure describes the hierarchy of authority and accountability in an organization these relationships are frequently diagrammed in Organizational charts. Most organizations use some mix of structures- pyramidal, matrix or structured ones – to accomplish their goals. A structure is the formalizing of relationships, roles and responsibilities in order to recognize and perform work. In simple terms, structure is a pattern in which various parts or components are inter-related and inter-connected. So organization structure is a pattern of relationships among various activities and positions. Because various people hold these positions, the structure defines the relationships among people in the organization. Structure of BBM Mr.S.Madhava and Madhu Babu are the sole authority for the whole

group. Madhu babu (production manager), is the head of the firm, who is controlling all the departments. He is also head of Marketing Department. And Sundharanth is head of HR department of BMM. There are 7 departments they are Sales/Marketing, Main Workshop, Spare parts, Accessories, Accounts and Finance, HR and Admin, and Body Repairs. In these Marketing, Main Workshop, Finance departments play a major role. The structure is widely spread but all the departments are closely inter related Bapuji Academy Of Management and Research, Davanagere 13

BMM ISPAT LTD, HOSPET work towards satisfying the customers

Organization structure of the Company

Managing Director

Finance Dept.

HR Dept.

Marketing Dept.

Production Dept.

Finance manager

H.R. Officer


Production Manager

Chief Finance Manager

Asst. Officer

Asst. Marketing manager

Asst. Manager

Account officer

Welfare officer Weigh bridge department Junior officer Asst. clerk


Supervisor Workers

Senior Assistant

Assistant Bapuji Academy Of Management and Research, Davanagere 14


VISION,MISSION AND OBJECTIVES VISION OF THE COMPANY  To double the production capacity of the plant production in the subsequent years.  To provide the steel of the international standards.  To use the latest production technology to produce the iron and minimize the cost of the production.  To reduce the cost of inventory of raw materials and other production materials.  To adopt eco-friendly production technology and use the professional management methods in managing the Organization.

MISSION OF THE COMPANY To produce quality iron and steel products as per domestic and international markets and to achieve total customer satisfaction professional systems and practice in every field, giving due weightage. To the development of human resource available in the organization and to establish leadership in the field and contribute to national wealth and ultimately to become one of the best (in terms to turnover and efficiency) steel plant in India. OBJECTIVES OF THE FIRM Bapuji Academy Of Management and Research, Davanagere 15


To construct and commission the “Integrated Steel Plant” at To produce quality steel of International standards at International To achieve lowest possible energy consumption rate. To use professional management methods. To adopt eco-friendly technologies and maintain environment health. To establishment of long term relationship with the customers. To provide employment opportunities. PART-B MICHAEL E. PORTERS 5 FORCES ANALYSIS

International levels of efficiency.

Competitive prices.
    

According to Porter, the five forces model should be used at the industry level; it is not designed to be used at the industry group or industry sector level. An industry is defined at a lower, more basic level: a market in which similar or closely related products and/or services are sold to buyers. Firms that compete in a single industry should develop, at a minimum, one five forces analysis for its industry. The five forces 1. The threat of substitute products 2. The threat of new entry of competitors 3. The intensity of competitive rivalry 4. The bargaining power of customers 5. The bargaining power of suppliers

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1. The threat of substitute products: The existence of close substitute products increases the propensity of customers to switch to alternatives in response to price increases • Buyer propensity to substitute • Relative price performance of substitutes • Buyer switching costs • Perceived level of product differentiation As our company is producing steels there is no proper substation but only they can switch on to other competitors in some Products. Granite and Tiles are (propensity to substitute, "brand loyalty" aside) cost varies slightly. In a convenience store, there is no cost to switch from one to the other and there may be some small differentiation between brands. The threat of substitution is high. 2. The threat of the entry of new competitors: Profitable markets that yield high returns will draw firms. This results in many new entrants, which will effectively decrease profitability. Unless the entry of new

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BMM ISPAT LTD, HOSPET firms can be blocked by incumbents, the profit rate will fall towards a competitive level • The existence of barriers to entry (patents, rights, etc.) • Economies of product differences • Brand equity • Switching costs or sunk costs • Capital requirements • Access to distribution • Absolute cost advantages • Learning curve advantages • Expected retaliation by incumbents • Government policies Although the mass production of Granites might require specialized equipment for economies of scale, individual producers are not prevented from entering that market with smaller equipment investments. Threat of new competitors is high. Were in the steel industry almost all the competitors are going to fix same price almost in all steel industry and the prices are going to set according to the competitors price.

3. The intensity of competitive rivalry: For most industries, this is the major determinant of the competitiveness of the industry. Sometimes rivals compete aggressively and sometimes rivals compete in non-price dimensions such as innovation, marketing, etc. Number of competitors Rate of industry growth Intermittent industry overcapacity Exit barriers Diversity of competitors Informational complexity and asymmetry Fixed cost allocation per value added Bapuji Academy Of Management and Research, Davanagere 18

BMM ISPAT LTD, HOSPET Level of advertising expense Economies of scale Sustainable competitive advantage through improvisation COMPETITORS: Noble Resources limited Pioneer metals Co. Ltd., Boyoung Engineering and Equipment (H.K) Co. Ltd., Cargill international Trading Pvt. Ltd., Prosperity Steels (Asia) Company limited. Sudamin Metal and Commodity Limited Jiangsu Provincial Foreign Trade Corporation.

4.The bargaining power of customers: Also described as the market of outputs. The ability of customers to put the firm under pressure and it also affects the customer's sensitivity to price changes. • Buyer concentration to firm concentration ratio • Degree of dependency upon existing channels of distribution • Bargaining leverage, particularly in industries with high fixed costs • Buyer volume • Buyer switching costs relative to firm switching costs • Buyer information availability • Ability to backward integrate • Availability of existing substitute products • Buyer price sensitivity Lakshmi Iron Mart: Lakshmi Steels: Gajendra Enterprises: Shanthi steel suppliers HOSPET BELLARY HOSPET BELLARY

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BMM ISPAT LTD, HOSPET These are the customers of our Bellary steel rolling mills. And we supply according to orders received by them. 5. The bargaining power of suppliers: Suppliers of raw materials, components, labor, and services (such as expertise) to the firm can be a source of power over the firm. Suppliers may refuse to work with the firm, or e.g. charge excessively high prices for unique resources. Supplier switching costs relative to firm switching costs Degree of differentiation of inputs Presence of substitute inputs Supplier concentration to firm concentration ratio Employee solidarity (e.g. labor unions)

Threat of forward integration by suppliers relative to the threat of backward integration by firms This are the raw materials:

• • •


Production department of BMM department:- cold work process

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PRODUCTION DEPARTMENT BMM PLANTis the leading company in the production of MS Beans, MS Channels and MS Angels in the south region. BMM production unit has used the pusher furnace to produce these products from the raw material like iron billets ..

Product Profile of the company:The brief description of production of products BMM:BMM is a major production of MS Beans, MS Channels and MS Angels and iron belts and iron sheets. To produce therefore operation procedure the inputs are raw materials• • • • • Billets. Coal. Electricity. Water. Furnace. This type of furnace used by BMM is pusher furnace and it required 500 kgs/per hour of coal and the furnace should be heated up to 1200*c-1600*c. Coal is an fine coal crashed to get powder and it is brought from KOREA. While processing the heated Billets there is a requirement of electricity and water.

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Work flow model

The workflow model describes the production process carried in the organisation for the production of the finished goods like MS Beans, MS Channels and MS Angels and iron sheets,iron belts.

Raw Material:- Chemical composition of the product raw material. The input given to the industry like raw materials and other products. Billets:The main raw materials used to produce the final product. The major contents of the billets are given below. Carbon0.17%.


Manganese- 0.83%. Phosphorus-0.018%. Silicon SV Mechanical proposals Yield stress - 395 MPA

Electricity and water -0.19%.

Ultimate tenure stress -490 MPA Bapuji Academy Of Management and Research, Davanagere 23

BMM ISPAT LTD, HOSPET Elongation(%) Bend test Grade Raw-Materials: Raw-materials are the most important in each & every organisation. The major raw materials used to produce MS Beams, MS Channels, MS Angles, MS flats and iron belts and sheets. 1. MS BILLETS 2. MS INGOTS 3. BLOOMS 4. IRON ORE MARKETING DEPARTMENT AT BMM. -26% - ok. - MSIS 2830

Organisational chart of the BMM Marketing department


Marketing is indeed an ancient art: it has been practiced in one form or the other since the days of Adam and eve. It emerges as a management discipline, however is of Bapuji Academy Of Management and Research, Davanagere 24

BMM ISPAT LTD, HOSPET relatively. Shows period has gained so much importance and status that today must management thinkers and practioner through out the world view it as the must importance of all management function is a business. Market oriented strategic planning “is the managerial process of developing and maintaining a visible fit between the organization objectives skills, and resources and its changing market opportunities”. The aim of strategic planning it to shape the companies business and products so that they yield target profit and growth. This plan is formulated by taking into consideration orders received. The orders are received by giving. PRICING OF BMM The name “BMM” itself is the mark of quality for the customer. BMM. has left the opinion of transporting Pig Iron to the Buyers site to the Buyer. So one can buy the Iron at BMM Site or can order. The services like transporting are rendered to customers by BMM with very nominal charges. In BMM we come across different Prices terminologies. 1) List Price 2) Discount 3) Allowance 4) Payment Periods 5) Credit Terms List price is nothing but the selling price. It is also called as Basic Price. Basic Price = Production Cost + Profit. Production cost includes both variable cost and fixed cost. If the transport is undertaken by BMM then boarded price is calculated according to sites mentioned in receipt. Main Customers:Local Shanthi Steel Supplier Lakshmi Iron Mart: Lakshmi Steels: BELLARY. BELLARY. BELLARY.

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BMM ISPAT LTD, HOSPET Gajendra Enterprises: Karnataka: Steel Sales suppliers Vijay Lakshmi Iron Mart Indian Mineral Co Ferro Steel Steel Syndicate Steel Centre India: Jonna Iron Mart: Vijay Lakshmi Iron Mar: Asma Steel: B.M. Steel: Abdullah Steels: Competitors Information:BMM is an almost monopoly in the Karnataka state. This is because other firms which are small scale industries and even they are not meeting the required demand in the market. Leaving Karnataka, BMM major competitors are from. 1] ABHISHEK STEELS: RAIPUR [CHATISGARH]. 2] OBERAI ENTERPRISES: KOLHAPUR [MAHARASHTRA]. 3]SOFIA STEELS : GUTHI [ANDHRAPRADESH The standards let for the marketing department is to achieve the sales target of once : : : : ANANTAPUR : DHARMAVARAM CALCUTTA. MADRAS. HINDUPUR. : : HOSPET. HUBLI. BELLARY.


the main plan is formulated by top level management it is sent to each of its branch office for executing and also the head office located at BANGALORE sends new plans for each month to its branch office to hospet.

According to BMM the benefits of planning etc, Bapuji Academy Of Management and Research, Davanagere 26

BMM ISPAT LTD, HOSPET • • • • • • Marketing planning helps to reduce the cost of production. Marketing planning helps the manager in making decisions. Effective marketing helps the strength of the company over the competitors. Marketing helps to meet the demand. The forecasting of the demand which minimizes the risk and uncertainty. Marketing planning helps the managers to adopt strategies to according to changing opportunities. BMM Customer Relation Management • • • • • • Create confidence about the organization. Create long term association with customers. Give total solution to customers. Commitment towards quality. Add value to customer business. To treat the customer like a king. CHANNELS OF DISTRIBUTION Market is a place where a goods and services are exchanged the term market means to the aggregate of all demands for all products or services. It also refers to the aggregate of all customers existing and potential for all products. BMM has a very good market for almost all marketing centers. ] Sales Any one company should have correct and clean sales plan and the same plan must be followed each and every time. Otherwise, the finished output remains blocked and the working capital cannot be obtained to perform the day to day activities of the firm. The BMM gets the enquiry from the interested customers the enquires may be in the form of telephone, fax, e-mail, letter. Regarding the availability of material price, duty structure sales tax applicable payment terms and etc, of the customer are satisfied with the terms and conditions of the order will be placed which includes quantity, quality Bapuji Academy Of Management and Research, Davanagere 27

BMM ISPAT LTD, HOSPET of products, mode of transport, terms and payments etc., placing of the orders fax after reaching the purchase order of the corresponding section of the sales department the purchase order and with same and satisfactory. BMM sends the sales the sales order according to the purchase order. Sales order is an arrangement between manufactures and the customers. Which confirm the purchase order. Two copies of sales order will be sent to the concerned customer. Between manufacturer and customers, which confirms the purchase order two copies of sales order will be sent to the concerned customer.

FINANCE DEPARTMENT Organizational chart of BMM Financial department

FINANCE DEPARTMENT The finance function deals with the procurement of money at the time when it is needed and its effective utilization in the enterprise. Money is the lifeblood to purchase of any enterprise, as it is required to purchase machines and materials to pay wages and salaries to employee and to allow credit facilities to customers. The event of capital-intensive techniques has increased the importance of finance. The ambition plans of an industrial undertaking will remain mere dreams unless adequate finance is available to convert them into reality. Therefore it has

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BMM ISPAT LTD, HOSPET become an important function of management to provide for adequate finance for the functioning of the enterprise. For companies, which carry on production and distribution on a large scale provision of adequate finance, is a very challenging task. It affects all the business decisions where money is involved, since the large commercial and industrial undertakings are set up in the form of companies, the problem of finance for modern business is for all practical purposes of the problem of corporate finance. Functions of finance department: 1. Funding activitiy.  Banks provide both long-term & short-term funds.  Long-terms funds like debentures term loans, etc. are used for project financing.  Short-term ioans are taken to meet the working capital requirement.  Commercial banks help in providing short term funds.  Individual banks will not finance the whole requirement but they will share with other banks. The finance department will be having the continuous. Communication with the head office, so that the corporate office can transfer the funds to its unit. This operation is called as ‘Fund transfer booking’. 2. Treasury function. They will maintain cash or bank balance book for any payments. They will use only cheques for making transactions. 2. Book keeping. A company should maintain books of accounts. There is an own built computerized system including the accounts of sale, purchase, cash/bank, stock, tax, fixed assets, etc.The department has to disclose the information by closing the books monthly. The books disclose the information to the share holders of the company. 4.Purchase function: Company fixes the target to the producer of Iron and Steel of how many tones of raw iron to be purchased, based upon that the finance manager has to plan to buy them. Bapuji Academy Of Management and Research, Davanagere 29

BMM ISPAT LTD, HOSPET  The payment has to be done before, in order to deliver the raw

materials to the producer of Iron and minerals. Objectives of financial department:Since financing is one of the functional are of any business enterprises, the objective of financial management must be in tone with the over all objectives of the enterprise. The objectives of the finance department should be devised they contribute directly towards the achievement of overall organizational objectives.  Ensuring regular and efficient supply of capital to the business.  Ensuring a fair rate of return on capital to the supplier.  Ensuring better utilization of capital by following the principles of liquidity, profitability and safety.  Coordinating the activities of the finance department with those of other department. Of the enterprise. Manager of account’s and finance:Finance and account manager is concerned with measurement of income/expenditure for specific periods of time such as month and year (income/expenditure statement) financial reports at the end of the period. Financial manager is responsible for overall financial planning and for rising capacity he has following functions major activities are forecasting, fund Management and auditing capital budgeting. Accounting officer:Accounting officer is concerned to give sufficient position of the business frequently to finance manager. It is concerned with determining relevant cost and performing other analysis like preparation of budgets and performance analysis based on budget. Policies: Valuation of inventories like raw materials stores and spares are valued at weight age average method. Finished goods including traded goods are stated at cost/ net realizable value. Bapuji Academy Of Management and Research, Davanagere 30

BMM ISPAT LTD, HOSPET  Accountants are prepared on historical cost and on going concern basis the company has adopted accurate concept in preparation of financial statements.  Fixed asses are stated at costless depreciation. Expenditures during construction period are debited to he capital work in progress and the same will be allocated. HUMAN RESOURCES DEPARTMENT Organizational chart of BMM Human Resources Management • Company Human Resource Department believe that human resources are a greater asset and that people have the potential to exceed, if the environment fosters. Openers, Mutual understanding and people are treated with dignity and respect. • Company shall develop effective human resource policies and system that lead to healthy interpersonal relation and positive discipline in the organization. • Company shall extend uncompromising quantity service to all the people in the organization within the framework of the approved policies of the company. • Company approach shall always be proactive company shall aim for win solution in every major decision making whatever presidential people are involved. HUMAN RESOURCES PLANNING. They are not using any forecasting techniques to find the human resource demand, supply, internal supply, downsizing plans managerial succession planning In BMM in order to take any HRD decisions they are following simple technique called “managerial judgment”. In this department head their departmental proposals submitted to the top management. They will discuss with HR manager and higher authority. HR manger, departmental heads and MD they will discuss together and they will plan for Recruiting Productivity level. Manger success planning. Bapuji Academy Of Management and Research, Davanagere 31

BMM ISPAT LTD, HOSPET Any transfer, retirement, promotion. Selection, placement, training and development etc. Recruitment: The firm needs skilled, unskilled, and white-collar workers. Recruitment is mostly done through the referrals of the present employees and partly through newspaper ads. It is the duty of the HR manager and concerned departments to select the right person for the job. Selection:This is the process of picking up individuals (out of the pool of job applicants) with requisite qualification and completes to fill jobs in the organizations. Selection is the process by which potentials candidates suitable were offered from various source are examined and those found suitable were offered for employment. The managerial problem is that to identifying adequate number of applicants who can be expected to become satisfaction and successfully employee. The problem is frequently made more difficult by vagueness in job description and specification the limited range choice upon to manager’s specification is the lack of assurance in the process used to identify and measure the required personnel qualification. The test that evolved with most accurately reveals the personal qualities. ENVIRONMENT CONTROL DEPARTMENT “6 ‘C’ + 5 ‘S’ = Goals” To achieve the predetermined objectives, BMM made an environmental friendly policy i.e., “6 ‘C’ & 5 ‘S’ model. Those are as follows 6’C’ Models 1. Cost effective waste management 2. Communication to interested parties 3. Control of pollution within prevailing norms 4. Compliance to legal requirements Bapuji Academy Of Management and Research, Davanagere 32

BMM ISPAT LTD, HOSPET 5. Conservation of resources 5 ‘S’ Models 1. Seiri – sort (separate unwanted and wante) 2. Seiton –store (a place for every thing and everything in its place) 3. Seiso – Clean (to keep things shining) 4. Seiketser – Maintain (orderliness of things) 5. Shitsuke – Statuesque (training and discipline) TRAINING AND DEVELOPMENT:Definition:- “ it is any attempt to improve current or future employee performance by increasing an employee’s ability to perform through learning usually by changing the employees attitude or increasing his or her skill and knowledge. Training Methods

On the Job Training Job Rotation Committee Assignments Apprenticeship training Training by supervisors Job instructions ON THE JOB TRAINING:

Off the Job Training Entrepreneurship Training Teaching Machines Role playing Program Institution Sensitivity Training

This is the oldest and most popular method of training. Under this method, the new employee is put on the job under the consent, guidance and supervision of his superior officer. He leans by observation, experience and guidance from this senior fellow. He gets the necessary instructions and directions under the guidance of a supervisor or a senior employee. Job Rotation : Job Rotation is a method under which the employee is transferred from one job to another so that he may get the knowledge and experience of different types of

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BMM ISPAT LTD, HOSPET job..This rotation improves his ability and capability. This method of training gives an opportunity to the trainee to understand the problems of employees PERFORMANCE APPRAISAL:The immediate superiors will do the appraisal of the employees based upon which the HR Manager takes the decision regarding the Extension of Training of the employee or the Confirmation of the job. PROMOTIONS:Promotions mean an improvement in pay, prestige, and position of employee in the organization. BSRM management promotions are giving with respect to the experience not with performance or potential of the employee from this skilled employee not get promotion. This will e de motivated to the employee. RETIREMENT:As like all companies BSRM also fixed 58 years as the retirement period but if any employee want to work further they will extent to few years and final day of the retirement. They conduct exit interview with the employee. In this interview employee can express his feelings and emotions towards the organization. SAFETY:To all production workers they are supplying pair of safety shoes and safety helmets. The company conducts classes in order to give safety measures to be taken while working. In some places they put safety boards. BMM’s Social Responsibility: Towards Environment: BMM is committed towards keeping the surroundings eco-friendly and have planted more than 0.5 million saplings of different species in and around the mining areas and is the first and only private company to have a water pipeline project up the hill to cater to the afforestation and dust suppression in a scientific manner. Towards Health Care: BMM has conducted a medical camp at Arogya Kendra a Medical Center in Sandur from 22nd to 24th of December 2002 for the physically handicapped. Doctors were brought from Mahavir Jain Hospital Banglore for the same where in around 300

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BMM ISPAT LTD, HOSPET people were covered. 23 were fitted with Artifical Jaipur Legs, 38 people were fitted with caliper legs, 52 people were provided with tri-cycles.


 Market leader in quality  Delivery to the customer as per the schedule  Near to the transportation – railways as well as road transportation  BMM is ideally located near the Iron ore  High technological equipment used for production of channels, Beans, Angels, Flats and belts ,sheets Etc.  The effective training of internal workers led the company to carry the heavy work without any disputes between the workers and management.  Expansion of 1600 (kilo watts) to 2500 (kilo watts) for production of heavy products at lesser time.  Maintenance of close relationship between raw material supplier and the customers of the company.  The financial support of the company is provided by the State Bank of India and bank of baroda.  The quality department always concentrates on the production of the quality products and trying to improve the quality of the produced products.  The well equipped facilities provided from the government for the supply of the power and water Weaknesses :Bapuji Academy Of Management and Research, Davanagere 35

BMM ISPAT LTD, HOSPET  Increase in cost  High coke consumption due to higher fines and handling work due to multiple handling.  Mainly depends on coke which needs to be imported.  The improper tax procedure followed by the government and imposed on the iron and steel industries in the state.  The tax procedure in other states are liberalized to these cooperative.  There is no adequate financial resources for the industry. Opportunities: Globalization of Indian economy bound to increase demand levels  Major automobiles units have come up in south India like Toyota Volvo etc.  At same time there is a growth in the real estate.  BMM has a good share in the market.  BMM has opportunities to tie up with customers.

 Can capitalize an upswing in market demand because of all India presence. Threats :     New foundry grade production entry Increase price in coke Imposition of sales tax and VAT. Threats of using substitute products like plastic and fiber. Day by day the employees are hopping their job.

 Many industries are diversified into the steel producing and existing companies are expanding their capacities  Increasing price of raw materials like coal, iron ore etc., There is no mutual co ordination between the government and these iron and steel industries.

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Sales Turnover Excise Duty Net Sales Other Income Stock Adjustments EXPENDITURE : Raw Materials Power & Fuel Cost Employee Cost Other Manufacturing Expenses Selling and Administration E Miscellaneous Expenses Less: Pre-operative Expenses Capitalised Total Expenditure Operating Profit Interest Gross Profit

1,58,362. 1,54,461. 11 74 14,810.9 17,110.2 9 7 1,43,551. 1,37,351. 12 47 5,415.76 5,611.56 2,762.22 2,682.86 70,365.5 63,046.6 5 2 12,821.9 11,657.7 0 2 13,529.3 12,427.4 1 7 14,909.5 13,685.0 5 4 6,228.40 6,117.81 5,940.95 2,429.09 2,438.14 2,181.30 1,21,357. 1,07,182. 52 45 30,371.5 38,463.4 8 4 6,294.69 5,162.07 24,076.8 33,301.3

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BMM ISPAT LTD, HOSPET 9 5,944.59 18,132.3 0 6,525.89 97.09 -778.62 12,287.9 4 1,613.15 13,901.0 9 -125.75 30,284.7 2 7,443.57 35,003.3 4 2,669.64 140.64 7 5,899.10 27,402.2 7 7,946.23 82.96 1,180.03 18,193.0 5 695.92 17,497.1 3 -9.34 20,523.8 3 7,632.58 31,074.9 6 3,099.83 72.99

Depreciation Profit Before Tax Tax Fringe Benefit tax Deferred Tax Reported Net Profit Extraordinary Items Adjusted Net Profit Adjst. below Net Profit P & L Balance brought forwar Statutory Appropriations Appropriations P & L Balance carried down Dividend Preference Dividend

2009 23,349.02 70,581.66 59.7 0.24 93,990.62 47,544.14 38,295.96 85,840.10 179,830.72 129,586.91 59,555.13 2008 23,700.92 65,148.61 81.62 189.15 89,120.30 42,881.99 25,961.48 68,843.47 157,963.77 121,772.85 55,014.64

SOURCES OF FUNDS : Share Capital Reserves Total Equity Share Warrants Equity Application Money Total Shareholders Funds Secured Loans Unsecured Loans Total Debt Total Liabilities APPLICATION OF FUNDS : Gross Block Less : Accumulated Depreciation

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BMM ISPAT LTD, HOSPET Less:Impairment of Assets Net Block Lease Adjustment Capital Work in Progress Investments Current Assets, Loans & Advances Inventories Sundry Debtors Cash and Bank Loans and Advances Total Current Assets Less : Current Liabilities and Provisions Current Liabilities Provisions Total Current Liabilities Net Current Assets Miscellaneous Expenses not written off Deferred Tax Assets Deferred Tax Liability Net Deferred Tax Total Assets 114.55 69,917.23 0 37,679.97 46,798.21 29,101.26 9,790.48 28,850.79 18,366.06 86,108.59 42,308.19 15,242.77 57,550.96 28,557.63 142.45 6,709.95 9,974.72 -3,264.77 179,830.72 114.55 66,643.66 0 27,217.87 7,166.57 27,160.93 11,469.98 24,244.69 45,719.42 108,595.02 33,321.47 14,087.24 47,408.71 61,186.31 247.28 5,441.21 9,939.13 -4,497.92 157,963.77

RATIO ANALYSIS OF THE COMPANY:Liquidity Ratio. 1. Current Ratio = Current Asset Current Liability For 2009 = 86,108,59 5755096 =1.49:1 For 2008 = 10859502 4740871 = 2.29:1

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BMM ISPAT LTD, HOSPET Interpretation: It shows the relationship between current assets and current liability. The ideal ratio is 2:1 according to this for every 1 Re of current liability, 2 Rs of current assets should be there. BMM ISPAT Pvt Ltd the company is having Rs 1.49of CA for every 1 Re of CL even though it has decreased, when it compare to last year. The company has to concentrate on its liquidity position. 2. Quick Ratio = Quick Assets-Inventory Current Liability For 2009 = 8610859-2910126 5755096 = 0.99:1 For 2008 = 10859502-2716093 4740871 = 1.71:1 Interpretation:BMM ISPAT Ltd It shows the relationship between quick assets and quick liability. The ideal ratio is 1:1.That is for every 1 Rs of quick liability, 1 Rs of quick assets should be there company is having Rs 0.99 of quick assets for every 1 Rs of quick liability. Compare to last year it’s decreased the company is unable to meet its liquidity. Profitability Ratio. 1. Return on Sales = Net Profit after Tax *100 Net Sales For 2009 = 543969*100 14355112 = 3.78 For 2008 = 82206810*100 1373514 = 5.98 Interpretation: Bapuji Academy Of Management and Research, Davanagere 40

BMM ISPAT LTD, HOSPET The return on sales ratio indicates the percentage of return has been decreased from 5.98 to 3.78. 2. Return on Assets = Net Profit after Tax *100 Total Assets For 2009 = 543969*100 179830 = 3.02 For 2008 = 82206810*100 15796377 = 5.20 Interpretation: The company generates the liquidity with the assets of the company how much it paying the returns. But company optimally decreasing from5.20 to 3.02.Main reason behind this is the net profit is decreased in 2009 . 3. Return on Net Worth Ratio = Net Profit after Tax *100 Net Worth For 2009 = 543969 2855703 = 3.09 For 2008 = 82206810 6118631 = 1.34

Interpretation: It measures the ability of a company’s management to realize adequate return on the capital invested by owner in the company. It decreased from 1.32 to 3.09. Solvency Ratio = Net Profit after Tax + Depreciation Long Term Liability + Short Term Liability For 2009 = 5439690+594459 8584010+4230819 = 0.084 For 2008 = 8220681+5899100 6884347+3332147 Bapuji Academy Of Management and Research, Davanagere 41

BMM ISPAT LTD, HOSPET = 0.860 Interpretation: The above Salvage Ratio it is clear that the percentage of profit is optimally decreased from 0.860 to 0.084. Debt Equity Ratio = External Equity Share Holders Fund For 2009 = 8584010 2334902 = 3.67:1 For 2008 = 6884347 2370092 = 2.90:1 Interpretation: From the above debt equity ratio it is clear that the percentage of debt is come up in 2009 comparing to 2008. BMM ISPAT Ltd It shows the relationship between debt and equity. The ideal ratio is 0.50:1. That is for every 50 paisa of debt, 1Rs of equity should be there. The company is having Rs 0.77of debt for every 1 Rs of equity. Return on Investment = Net Profit before Tax Share Holders Equity For 2009 = 1813230 9399062 = 0.194:1 For 2008 = 2740227 8912030 = 0.90:1 Interpretation:The above Return on Investment it is clear that the percentage of profit is optimally decreased from 0.90 to 0.194. . Fixed Asset Turn Ratio= Net sales Fixed Assets For 2009 = 14355112

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BMM ISPAT LTD, HOSPET 3408359 = 4.21:1 For 2008 = 13735147 3385033 = 4.05:1 Interpretation: It shows the relationship between Net sales and fixed assets. The Ratio also been decreased from 4.05 to 4.21when compare to last year. Debtors Turnover Ratio = Sales Debtors + Bill Receivable For 2009 = 888777642 62732731 = 14.61:1

For 2008

= 962955113 101178921 = 9.51:1

Interpretation: From the above Debt turnover ratio it is clear that the percentage of Debtor is come up from 9.51 to 14.61. BMM ISPAT Ltd The liquidity position of the firm depends upon the speed with which debtors are realized. This ratio indicates the number of times the receivables are turned over and converted into cash in an accounting period. . Return on proprietary funds = Net profit after tax*100 Share Holder Fund Bapuji Academy Of Management and Research, Davanagere 43

BMM ISPAT LTD, HOSPET For 2009 = 7988041*100 257301511 = 3.10% For 2008 = 85316481*100 154915000 = 55.07% Interpetation The Return Proprietary Fund it is clear that the percentage of profit is strongly decreasing from 55.07 to 3.10. BMM ISPAT Ltd Return on proprietary fund ratio shows that the percentage of return to their investment in the total net profits.

FINDINGS,SUGGESTIONS AND CONCLUSION FINDINGS: Capture of market shares is limited  Appointment of un skilled labour  Ineffective training is given to workers of organization.

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BMM ISPAT LTD, HOSPET  Use of obselence technology in manufacturing which leads to high cost of production.  No adequate safety to workers.  The company has a traditional infastructure. They are using manual system of moving raw materials from drying yard to production unit.

SUGGESTION AND RECOMMENDATION: BMM ISPAT LTD should try to enter to cater all the regions of india as its market place.  Diversification is necessary in all other business of the iron and steel production.  Person who is experienced in the purchases department should be appointed.  Traning program is necessary for all the employees to improve the quality of the production .  Company should focus on implemention of new technology in the production process ,so the cost of production will be reduced.  The company has to be more open and flexible with distribution production network.

CONCLUSION  The project study was successful in identifying the process and sub process existing in the organization under study with reference to their inter functional implication and dependencies.  The project study has also brought into light the working methodology of some key functions of finance, marketing, HRM. The organizational Bapuji Academy Of Management and Research, Davanagere 45

BMM ISPAT LTD, HOSPET completeness is visible through the study.  This study as ascertained that the organization is functioning successfully because of micro and macro level of management principles in practice.  This study is also successful growing at with various management techniques that are visible in the organization under study by which new principles can be derived for continuous improvements.  survival and growth to achieve the desired level of excellence in the competitive scenario of industrial management.

PART-E LEARNING EXPERIENCE Firstly I would like to place on record my sincere thanks to the management of BMM ISPAT LTD HOSPET for their kind permission to undertake 30 days in plant

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BMM ISPAT LTD, HOSPET training in their organization. It’s a fabulous experience what I studied in organizational study. I studied many practical aspect as compared to theoretical aspects and it is also exposed me about working of an organization, to relate the theoretical concepts learnt in the classroom to organizational functioning, decision making application of management. Experience: I have got the practical orientation of the functions of the various departments of the company. I was able to analyze the performance of the company. I understood the application of theoretical concepts into business decisions in the organization. I understood the aspects of delegation of authority, responsibility, co-ordination, and team work etc. I have gained knowledge about all round view of the management operation. I got the knowledge about the Analyzation of the present status & future strategies of the company. and real life

BIBILIOGRAPHY Introduction :

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Company Profile

: : :

Records & Reports ofcompany Employee Handouts Annual Reports K.Ashwatappa, 3rd edition, Philips Kotler Millennium edition

Human Resource Management Marketing management : :

Bapuji Academy Of Management and Research, Davanagere 48

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