Monisha KJ Spark

ACCUTECH AGRO PVT.
LTD, DAVANGERE
CHAPTER :1
INTRODUCTION ABOUT ORGANISATION STUDY

& INDUSTRY PROFILE
Department of Studies in Management GMIT, Davangere. Page 1

ACCUTECH AGRO PVT. LTD, DAVANGERE
CHAPTER :1
INTRODUCTION ABOUT THE ORGANISATION STUDY
INTRODUCTION:
The Internship began on 27th Sep to 27th October 2021 and 4 weeks in Davanagere City the
venture was conveyed because of the criteria of the University for the Completion of Master of
Business Administration. The primary goal of this in-work preparing was to get a presentation to
the working Condition in an association. This was an open door for me to relate ideas learned by
me to the functional application in the association.
Topic of the Study:
"An organization Study at Accutech Agro Pvt Ltd"
1.1 INTRODUCTION ABOUT THE ORGANISATION STUDY:
The late spring preparing organization study is intended to give the handy information of
corporate world. It was precisely in this setting I was sufficiently special to join Accutech agro. I
accomplished loads of experience certainty during the last four week which will help me to
assume the future liability on my shoulder. Amid this period, I was given to discover out the "AN
ORGANISATION STUDY ON ACCUTECH AGRO PRIVATE LIMITED". Entraining
Programmed I had attempted my level best to organize the work in methodical and sequential
way. This Endeavor work should give the fertilizer item advertising division, a thought regarding
economic situation.

1.2 INDUSTRY PROFILE:

Agro industrial sector can be defined as the subset of the manufacturing sector that processes raw
materials and intermediate products derived from agriculture, fisheries and forestry. Agro
industry has historically given high priority in Indian policy and development programs. In India
agriculture is the largest sector of economic activity. It provides food, raw materials and above
all employment to a very large proportion of population. The national output depends on the
output in agriculture as it is one of the most dominating sectors in India. At the same time
exports of primary produce earn valuable foreign exchange which can be used to import capital
goods for the development of industry and infrastructure.
An improved and efficient agriculture is a basic necessity in our economy. 80 percent of the
population resides in the rural areas and 72 percent of the work force depends on agriculture for
their livelihood. According to the surveys conducted by India Ministry of Planning, 1996 it
shows that 46 percent of all factories in India are agro-industrial and they contribute 22 percent
of the manufacturing value added and nearly 43 percent of manufacturing industry employment.
Increase in per capita incomes, higher urbanization and the growing numbers of women in the
workforce engender greater demand for high-value commodities, processed products and ready
prepared foods. There is also a growing use of agricultural products, Agriculture is the backbone
of the Indian economy and hence the very existence of economic activities of entire people in the
country is dependent on the state and health of its agriculture sector. Since last 30 years the
fertilizer industry in India has grown tremendously. The government is keen to see that fertilizer
reaches the farmers in the distant and hilly areas. Some steps are implemented to assure an
increase in the supply of nonchemical fertilizers at reasonable prices In India there are 53
fertilizer quality control laboratories. Since Bio fertilizers are regarded as an effective, cheap and
renewable supplement to chemical fertilizers, the government is implementing a national project
on development and use of Bio fertilizers. Accutech aims to be one amongst the Top 500
companies in India by creating core competency at every level of sales and service so as to excel
in creating the best value proposition to the corporate world. It is a private limited Company
incorporated on 23/06/2011 and is 10 years,
4 months, old. It is classified as Indian Non-Government Company and is registered at RoC-
Bangalore. Particularly grained and oil crops, fertilizers.

OVERVIEW OF FERTILIZER INDUSTRY IN INDIA

India is prominent country from agricultural point of view. India is agricultural economy where
80% of the people depend on agriculture. In other hand India is the second most populous
country in the world. It has been projected to be the world's most populous country by 2025
surpassing China. To feed the population there is need to increase food grain production. To
increase agricultural production and diversify the agricultural base, the government focuses on
irrigation, adoption of new agricultural technologies, credit facilities to farmers and the use of
various agriculture input like better quality seeds, efficient and balanced use of fertilizers and
insecticides. Fertilizer is one of the main agriculture Input for increasing food grain production.
It strengthens the soil and enhances its fertility.
The productivity of agricultural land has to be necessarily improved with increased use of
agricultural inputs like quality seeds, fertilizers, water, agro-chemicals etc., for better crop yields.
Among the different agricultural inputs and practices required for good production, the use of the
fertilizers together with quality seeds and water are the most important. Fertilizers provide plants
with the food they need for their growth and development.
Production of fertilizer
To meet the increasing demand of fertilizers various production unit have been established in
public, cooperative and private sector. The first fertilizer unit in India was established in 1906 as
a single super phosphate (SSP) manufacturing unit having 6000 MT annual capacity near
Ranipet. After that, to achieve self-sufficiency in food grain first large sized fertilizer plant, The
Fertilizer and Chemicals Travancore of India Ltd. (Fact) at Cochin in Kerala and fertilizers
corporation of India (FCI) in Sindri in Bihar (now Jharkhand) has been established in the forties
and fifties. A green revolution took place in India in the 1960s. And this increased the use of
fertilizer in the country.
Over the last 50 year a series of changes have taken place in fertilizer industries in India.
Because of government favorable policy toward fertilizer industries large scale. Investment has
been done in all three Sector viz public, private and cooperative. For fulfilling demand of
fertilizer product

There was need to increase production unit and also total installed capacity of the Government
owned public Sector undertakings, Cooperative Societies and units from Private sector.
Demand of Fertilizer in India.

Population of India is growing very rapidly and Indian government had doubt that the country
would not be able to grow enough food to feed the increasing population.so the government
introduced green revolution program in 1967-68. Under green revolution program IADP
(Integrated agriculture development program) has been launched and with the help of modern
technology, Indian government was successful to increase agricultural production and
productivity of land. Agricultural policy focused in India across decades has been on self-
sufficiency and self- reliance in food grains production. Agriculture production dependents upon
various factors like climate condition, techniques of farming, irrigation facilities, seed quality,
seed variety, soil properties, cropping pattern, prevention from pests etc., but more importantly
usage of optimum primary, secondary and micro nutrients. Fertilizer is an important factor of
agricultural production. It strengthens the soil and enhances its fertility. There was increasing
demand for fertilizers. To meet the demand of farmers the fertilizers were imported. The
government decided to established fertilizer manufacturing within the home country. At present,
the fertilizer industry in India has three major players private, public and cooperative.
Chemical fertilizers are key element of modern technology and have played an important role in
agricultural productivity growth in India. However, the demand-supply gap of fertilizers in India
has increased in recent times, thereby leading to increased dependency on imports. Indian
imports, which were about 2 million tones in early part of 2000, increased to 10.2 million tons of
fertilizers in 2008-09. In view of importance of fertilizers in agricultural growth and the
possibility of an emerging demand-supply gap, there is need to forecast future demand. The paper
begins with an overview of fertilizer consumption trends and then identifies important
determinants of fertilizer demand and develops projects demand scenarios for fertilizers in India
in 2020-21. India is the second largest consumer of fertilizers in the world after China,
consuming about 26.5 million tons. However, average intensity of fertilizer use in India remains
much lower than most countries in the world but is highly skewed, with wide inter-regional,
inter-state, and inter-district variations. The results show that non-price factors such as
irrigation, high yielding varieties, were more important than price factors in influencing demand

for fertilizers. Of the two-price policy

instruments, affordable fertilizer prices and higher agricultural commodity prices, the former is
more powerful in influencing fertilizer demand. The paper suggests that in order to ensure self-
sufficiency in agricultural production in the country, availability of fertilizers at affordable prices
should be prioritized over higher output prices. By 2020, fertilizer demand in the country is
projected to increase to about 41.6 million tones and is expected to grow at a faster rate in
eastern and southern region compared with north and west. To meet the increasing fertilizer
requirements of the country, a conducive and stable policy environment, availability of raw
materials, capital resources, and price incentives will play a critical role.

CHAPTER:2
ORGANISATION PROFILE

CHAPTER:2
ORGANISATION PROFILE
Company profile also called as business introduction, is a way to introduce your company. The
Accutech Agro Pvt Ltd profile provides detailed and clear explanations about company
activities, abilities and assets under given below.
Table: 2.1
Table showing the basic information about Accutech agro private limited.
Name Accutech Agro Private Limited
Constitution Private Limited Company

Incorporation Year 2011
Address Accutech Agro Private limited
Chattobanahalli village, near Honnur, Gollarhatti
, NH4, PB Road,
Davanagere-577002
Karnataka, India
Phone no 9986177848
Nature of the business Production Fertilizers
Number of employees 90
E-mail Accutechagropvtltd@gmail.com
Trading and marketing Karnataka
Maharashtra
Tamilnadu
Exports Karnataka
Main product SIRI 17:17:17,14:06:21,16:12:16
Source: Accutech Agro Pvt Ltd Office Data

2.1 : BACKGROUND
Accutech Agro private limited was founded on 23-06-2011 and as its registered office in Peenya
industrial area Bangalore. The organization status is listed as "Active" Accutech agro pvt. Ltd., is
a private company limited by shares registered in India with India Company registers Bangalore
Karnataka.
Accutech agro pvt. Ltd., is involved in agriculture and allied activities and currently company is
in “Active” status.
Accutech Agro private limited Annual turnover of the company is about 15 cores. Accutech
Agro pvt. Ltd., Davanagere. Accutech Agro private limited is a private incorporated Company on
23 June 2011. It is classified as Non-government Company and is registered at registrar of
companies, Bangalore. Its authorized share capital is Rs 30, 00, 00,000 and its paid-up capital is
Rs 29,230,880. It is involved in agricultural and animal husbandry service activities, except
veterinary activities Accutech Agro Private Limited's Corporate Identification Number (CIN) is
U01403KA2011PTC059274 and its registration number is 59274 Accutech Agro Private Limited
manufactures granulated fertilizers and soil conditioners. The main branch of Accutech Agro Pvt
Ltd is in Davanagere.
Accutech Agro private limited Annual General Meeting (AGM) was last held on 31 December
2020 as per records from Ministry of Corporate Affairs (MCA), this company balance sheet was
last filed 31-03-2020
2.2 : NATURE OF BUSINESS:
Accutech Agro Private Limited manufactures granulated fertilizers (NPK complex mixtures) and
soil conditioners. Granulated fertilizers are the one which are in the form of small lumps or
granules. Their advantages are friability, freedom from caking and improved agro technical
properties. These are the most effective for the application in rows or in seed drill holes along
with the seeds. A soil conditioner is a product which is added to soil to improve the soil's fertility
(ability to provide nutrition for plants) and soil structure.

RESOURCES USED:
DAP, Urea, Potassium, filler materials.
Here the NPK are mixed to form the granulated fertilizers and for every 400 bags 1 sample is
drawn and tested through core and core method. As per the Fertilizer Control Order (FCO) the
granule size must not exceed the limit of 1.5mm – 4mm. Soil conditioners are made of calcium,
magnesium and Sulphur. It is best suited for crops likes onion, paddy and to salty soil. 17-17-17
grade fertilizer is used in paddy and maize, 14:06:21 Grade Fertilizer can be used in nut, coconut
and cocoa crops for Rich fertilizer, Siri Accutech 16:12:16 Fertilizer recommended by the Coffee
Board and Crystalline fertilizer suitable for Coffee crop.
2.3 : VISION, MISSION, QUALITY POLICY:
Vision Statement:
The Company's vision statement is to be world Class Company in the field of granulated
fertilizers and soil conditioners with dominant position in Indian market, ensuring optimal
utilization of resources, taking good care of environment, building a world class organization with
culture based on creativity, and service and remain socially and ethically responsible.
Mission statement:
The company's mission statement is a desire to create and to bring agricultural technologies and
inputs to the farming community in the most efficient manner and to contribute to the
advancement of agricultural science aimed at sustainable development of natural resources for
the benefit of current and future generations around the world.

QUALITY POLICY:
Safety:
Accutech Agro Pvt Ltd conforms to the highest standards of safety and has a strong
commitment to The Environment conservation and employee health.
Health:
Accutech Agro Pvt Ltd provides support programs and services to help its employees live healthier and
safer lives at work. Pre-employment and periodic medical check-ups and maintenance of health records
for all the employees.
Regular health awareness programs and specialized health / medical check-up organized for
employees to enhance their knowledge about living in a healthy, safe and secure environment in
a simplistic way.
Environment:
Accutech Agro Pvt Ltd understands the effects of environment deterioration and therefore takes
great steps towards environment conservation and protection by reducing and limiting the
generation of pollutants to eliminate and minimize end treatments Adhering to the regulatory
requirements and standards of the State Pollution Boards and Federation of Indian Industries,
Accutech agro Pvt, Ltd. incorporates appropriate effluent handling and disposal systems, to keep
allowable limits of solid, semi-solid and gaseous affluent discharges in check through constant
monitoring . Emissions in the fertilizer plant are duly controlled by scrubbers and cyclone
separators Ambient air-monitoring stations are installed in the factory premises to monitor the air
quality continuously.
Core values:
This supports the company's vision, shapes the culture and reflects what company values.
Here are the few core values the company possesses:

Teamwork:
Providing support to one another, working co-operatively, respecting one another's views to
achieve mutually beneficial results and making the work environment fun and enjoyable.
Honesty:
Being open and honest in all the dealings and maintaining the highest integrity at all times.
Excellence:
Always doing what is been said and striving for excellence and quality in everything it does.
Commitment:
Works with urgency and commitment to be successful from individual and company
perspectives.
Recognition:
Recognizes and rewards each other's contributions and efforts.
Customer service:
Customers are provided with the timely, responsive, pro-active service meeting their
needs and aiming to delight.
Professionalism:
At all times company acts with integrity, providing quality service, being reliable and
Responsible.
Personal development:
Company value learning, feedback, coaching and Mentoring.

2.4. WORKFLOW MODEL
CRUSHING PROCESS
FEEDING PROCESS
GRANULATING PROCESS
CPROCESS PPROCESS
PRPOCESS
DRYING PROCESS
COOLING PROCESS
SCREENING PROCESS
PACKING PROCESS
 Crushing process:
During this process, crushing the compost block by the crusher, it is ready for the
pelleting process, if the compost fermentation effect is good, no limps, and this step can
be omitted.
 Feeding process:
If you need to add many kinds of material in the recipe. In order to improve the
processing efficiency and the accuracy of the proportion of the ingredients the recipe
you can adopt the automatic batching system.
 Granulating process:
Disc granulation machine (drum granulation machine) is widely used in fertilizer

granulation, as the core step of the production line. Our equipment can automatically
produce the most suitable shape of the pellets for our customer.
 Drying Process:
In order to shape the pellet shape and better storage. The humidity of the fertilizer
should no more than 14%, drum rotary dryer is widely used for drying fertilizer pellets.
 Cooling Process:
In order to increase the hardness of fertilizer granules, then we need cooling the fertilizer
granules after drying it. Roller cooling machine can meet this demand.
 Screening Process:
Using the trammel to select moderate size granules, too little or too big size fertilizer granules will
be re crushed and re granulation.
 Packing process:
Packing Process as the final process of the whole plant, generally using automatic
packing machine, packing the fertilizer granules into bags for sale.
2.5. PRODUCT/SERVICE PROFILE:
1) SIRI [17:17:17]
Specification of FCO:
 Moisture percent by weight, maximum-1.5
 Total Nitrogen, percent by weight, minimum-17
 Ammonia Nitrogen, percent by weight, maximum 5.0

 Urea Nitrogen, percent by weight, maximum 120
 Neutral Ammonium citrate soluble phosphate (as P₂O5).) percent by weight, minimum 17.0
 minimum 17.0 Water soluble phosphorous (P₂O5) percent by weight, minimum= 14.5
 Water soluble Potash (as K₂O) percent by weight, minimum 17.0.
 [Particle size - Not less than] 90 percent of the material shall pass through 4mm is sieve
and be retained on 1mm Is sieve. Not more than 5 percent shall be below 1 mm 1s
sieve.
2) SIRI [14:06:21]
Product Description:
 Contains N (T) 14.0%, P (P2O5) and 06.0%, K (K2O) 21.0%.
 Granules are uniform and between 1mm and 4mm size.
 Power is fine and free flowing.
Feature:
 It has good storage properties.

 Phosphorus and Sulphur are present in a single product.

 High concentration of nutrients makes packing, storage and transport cost cheaper.

3) SIRI [16:12:16]
 Total nitrogen percent by weight, minimum =16.0
 Ammonia Cal nitrogen percent by weight, minimum=14.50
 Moisture percent by weight, maximum= 1.5
 Nitrate Nitrogen percent by weight, maximum= 3.0
 Neutral ammonium citrate soluble phosphate (as P2O5) percent by weight, minimum= 16.0
 Citric soluble phosphate (asp2O5) percent by weight, minimum= 16.0
 [particle size-not less than] 90 percent of the material shall pass thought 4mm is sieve
and shall be retained on 1 mm is sieve Not more than 5 percent shall be below 1mmis
sieve.
4) SIRI SETRIGHT


 Siri Accutech Soil Reinforce Calcium (15%), Magnesium (4%) and Sulphur (5%) Soil
Reformer with nutrients.
 Siri Accutech Soil Reformer Fixes Alkaline and Acidic Soil Fertilizer (SOILPH).
 Siri Accutech Soil Reinforce the Soil's Intellectual and Chemical Properties Along with
fixing, increase the activity of germs in the soil, Plant nutrients continuously grow into
available crops through the roots Improves growth, productivity and quality.
 Create the amount of Accutech soil reinforces based on soil flavor.
2.6. OWNERSHIP PATTERN:
The strength of an organization is powered by the people who work for it. While the summit of
success might have been flagged by the organization, it is the hard work and perseverance of the
people which makes it possible.
Company believes in team building Brick by brick they formed a highly motivated, committed
and competent team capable of achieving the set targets and vision.
PRESENT TEAM
Table 2.2: Table showing the ownership of Accutech agro private. Limited.,
Kalavur Onkarappa Siddesh Managing Director

Mahesh K O Managing Director
Prasad Muthagudoor Jayanna Additional Director
Jyothi Prakash Additional Director
Vishwanath Mathur Additional Director
Suresh Manager
Girish Datar Manager
Source: Accutech Agro Pvt. Ltd., Office Data

2.7. ACHIEVEMENTS AND AWARDS:
 Certificate of Excellence:
It is for Excellence in service & Business Association with Mangalore Chemicals &
Fertilizers Limited (MCF).
 Certificate of Merit:
Area Championship for the Year 2016-2017.
2.8. FUTURE GROWTH AND PROSPECTS:
The Accutech agro industry think about future growth purpose establish a new product They are
WATER SALIBALE and LIQUIED fertilizers for increase production capacity.
In order to meet the increasing demand for 17-17-17 Fertilizer in Karnataka enhanced
production capacity has been installed. To overcome the chronic problem of electricity failure
the company has installed a generator with enhanced power capacity of 320KVA. In order to
increase the capacity of the production along these future growths the company concentrates on
profit maximization and the wealth maximization.

CHAPTER:3
McKINSEY’s 7S FRAMEWORK AND PORTER'S
FIVE FORCE MODEL

CHAPTER: 3
McKINSEY’s 7S FRAMEWORK AND PORTER'S FIVE FORCE MODEL
ORIGIN OF 7S FRAMEWORK:
McKinsey's 7s frame work was first mentioned in "The Art of Japanese management" by Richard
Pascale and Anthony Athos in 1981. They have been investing how Japanese industry has been
so successful. At around the same time that Tom peters and Robert waterman were exploring
what made a company excellent by taken up a basic tool by global management consultancy
company Mckinsey.
INTRODUCTION TO McKinsey 7's MODEL:

The McKinsey model is a tool that analysis firms organizational design by looking 7 elements in
order to identify if they are effectively aligned and allow organization to achieve its objectives. It's
also a tool to asses and monitor changes in the internal situation of organization. The fundamental
tenet of the frame work is that their are7 internal aspects of an organization that need to be
aligned if it wants to be successful. It sought to present an emphasis on human as a key to higher
organizational performance.
THE 7'S ELEMENTS:

Table 3.1: Table showing the 7s elements of Accutech agro private limited
HARD ELEMENTS SOFT ELEMENTS

Strategy Skills
Structure Style
System Shared values
Staff
SOURCE: Accutech agro Pvt Ltd Office Data

The three "hard" elements are strategy, structures are organization charts and reporting lines and
systems is formal processes and IT systems. These are relatively easy to identify, and
management can influence them directly.
The four "soft" elements, on the other hand, can be harder to describe, less tangible, and more
influenced by your company culture. But they're just as important as the hard elements if the
organization is going to be successful.
3.1 MCKINSEY'S 7S MODEL
Figure: 3.1
Figure Showing the Mckinsey's 7s framework
The above figure illustrates the multiplicity interconnectedness of elements that define an
organization’s ability to change. The theory helped to change managers thinking about how
companies could be improved. It says that it is not just a matter of devising a new strategy and
following it through or it is a matter of setting up a new system and letting them generate
improvement.
The 7s model is a tool for managerial analysis and action that provides a structure with which to
consider a company as a whole, so that the organization problem may be solved and a strategy
may be developed and implemented the 7s is a frame work for analyzing organization and its
effectiveness.

3.1.1. STRUCTURE:
Structure refers to the ways in which task and people are specialized and dividend and authority are
distributed i.e., who is accountable to whom in the organization. It is the organizational chart of the firm.

1.2. SKILL:
A skill refers to how smart an employee does his work with available sources. In the marketing
department, various steps are taken for staff to develop appropriate new skills for marketing their
products.
 Technical Skill
It is the ability to work with resources in a particular area of expertise. A surgeon must know how
to do surgery. An accountant must know how to keep the accounts. Without the technical skill,
one is not able to manage the work effectively. The first line supervisor in a manufacturing
industry needs greater knowledge about technical aspects of the job compared to his top boss. In a
small manufacturing organization, even the top boss who owns the company needs to know a lot
of technical skills.
 Human Skill
Human skill is the manager's ability to work effectively as a group member and to build
cooperative effort within the team he leads. Every managerial level requires managers to interact
with other people, whereas technical skill is primarily concerned with working with things
(processes or physical objects) The first level manager is involved on a regular basis with the
personal problems and life events of many non-managers. It is therefore natural that he or she must
be able to work through these personal situations and effectively lead subordinates. He or she has
to perceive and reorganize the perception of his or her superiors. Equals and subordinates and his
or her behavior subsequently.
 Conceptual Skill
This skill means the ability to see the organization as a whole and it includes recognizing how the
various functions of the organization depend on one another It also makes the individual aware
how changes in any one part of the organization affect all the others. It extends to visualizing the
relationship of the individual business to the industry, the community and the political, social and
economic forces of the nation as a whole Thus, the manager gains insight into improving the
overall welfare of the total organization.

 Multi-disciplinary Skill
In production department, some persons have the skills to operate different varieties of mixing
machines and even some time they also handle small problems in machines. They themselves
identify the problem area of machine and make it repaired if required.
3.1.3. STYLE:
Style refers to the flow of orders or method of communication in the organization. Strategic
leadership is one that involves a leader who is essentially the head of an organization. The strategic
leader is not limited to those at the top of the organization. It is geared to a wider audience at all
levels who want create high performance life, team or organization.
 Decision flow
In Accutech agro Pvt. Ltd. decision flow is from top to bottom. The decision flows from higher
authority to the lower level. As the higher authority has a control over the decision making within
the organization. Those decisions will influence the functioning, executing, administrating of the
organization in an effective and efficient manner.
3.1.4. STRATEGY:
Strategy refers to how an organization will attain its vision, mission and respond to the threats and
opportunities of the new capabilities needed different departments the main strategy of Accutech
Agro Pvt. Ltd is aiming at gaining the sustainable advantage over the competitors and improving
the product through quality and reduces cost. It is also trying improving its position in the minds
of the buyers by following up and providing the buyers value and value-added service of the
competent industry and also, the company is allocating the resource available very legibly to get
best out of the availability.
 AOP Strategy
Annual operation planning (AOP) is carried out everywhere all the managers of various
franchisees meet at one place to decide on various aspects like pricing, promotions, additional
coolers, and about the targets for next year.

3.1.5. SYSTEM:
System refers to the formal process and procedure used to manage the organization, including the
management control systems, performance management measurement and record systems,
performance measurement and reward systems, planning, budgeting, resource allocation systems,
information system and distribution system.
 System in Warehousing:
Accutech Agro Pvt ltd is following the FIFO System in Warehouse i.e. First in First Out There is
separate storage area for raw material and finished products, all such materials are identified and
their containers examined for damage and assigned control number then products will be stored at
room temperature.
 Order receiving System:

In order receiving system the customer executives will take a major part, they will go to each
distributor in various areas and take the order from the distributor The collected orders will be
shown to the areas sales manager and area sales manager will give indent to the marketing
manager of Davanagere. The area sales manager should take care while receiving the raw
materials, if they find any defects it will be sent back.
3.1.6. STAFF:
Staff refers to the company's human resources, which includes the manpower available in the
entire organization.
 Technical staff:
Company classifies employees working in production department where many activities related
technical are done.
 Non-Technical Staff:
Company also has non-technical staff security department, dispatch section and workers in
garden etc.

 Administrative Staff:
Accutech Agro Pvt Ltd also has the staff to administrative the company Every department, the
head of the department will make decision in the company after having discussion with the
subordinates.
3.1.7. SHARED VALUES:

In shared values, a role of the vision statement is to impart to the organization and externally what
the organization stands for and what it believes in usually this is related to the top management in
which top management not only formulated and constantly reiterate values and beliefs but also
adhere to them.
In Accutech Agro Pvt. Ltd. the top management adheres to its mission statement and follows the
same in its production department. The interconnecting center of McKinsey's model is shared
values. What does the organization stand for and what it believes in.
Shared values with regard to Accutech Agro Pvt, Ltd. are:
 Understanding the needs of buyers and offering those good products.
 Providing an enabling environment to faster growth and learning for our employees.
 Maximize the profit by satisfying the buyers, and increasing the marketing share.
 Fulfilling the social objectives with the constant attachment and contribution to the
society for well being of both company and society.
 Customer orientation.
 Team work among our people.
 Commitment towards Human Resource Development.

3.2 Porter's Five Force model
Figure 3.2
Figure showing the Porter’s Five Force model.
These economic characteristics can, in large part, be examined using Porter's five force model.
Porter posits that the key economic features of an Industry can be identified by examining how
suppliers, buyers, rivalry, substitution, and barriers to entry affect it.
Porter's five force Model and Its Application in Accutech Agro Pvt
Ltd the Porter's Model
 Porter's five forces model helps in accessing where the power lies in a business situation.
 Porte's Model is actually a business strategy tool that helps in analyzing the attractiveness
in an industry structure. It let you access current strength of your competitive position
and the strength of the position that you are planning to attain.

 Porters Model is considered an important part of planning tool set. When you're clear
about where the power lies, you can take advantage of your strengths and can improve
the weaknesses and can compete efficiently and effectively.
These five competitive forces identified by the Michael Porter are:

1. Threat of substitute products
2. Threat of new Entrants
3. Industry rivalry
4. Bargaining power of suppliers
5. Bargaining power of Buyers
3.2.1. Threat of Substitute Products

 Threat of substitute products means how easily your customers can switch to your
competitor's product.
 There are many substitute products available.
 Customer can easily find the product or service that you're offering at the same or less
price.
 Quality of the competitor's product is better.
Threat of Substitutes MEDIUM:

1. Bio fertilizers, organic fertilizers, manures, vermin-compost may serve.
2. Natural fertilizers are not as effective as chemical fertilizers.
Substitute Goods
The Substitute Goods are:
 Bone Meal.
 Cottonseed Meal
 Alfalfa Pellets
 Bat Guano
 Fish Emulsion
 Composted Manure

3.2.2. Threats of new Entrants
 New entry of competitor into your market also weakness your power. Threat of new entry
depends upon entry and exits barriers.
 There is variation in attractiveness of segment depending upon entry and exit barriers.
That segment is more attractive which as high entry Barriers and low exit Barrier.
 The relative ease with which parties with access to capital can enter crop production will
limit the upside profitability potential for current producers.
Threat of New Entrants Low:

1. High capital investment with high cost and low returns.
2. Difficult to acquire government approval for allocation.
3. Shortage of natural gas in India.
4. Production of DAP (Di-ammonium, Phosphate) costly, 65% of requirement is
imported.
5. Delays in subsidy payments leads to troubles in Management of funds.
3.2.3. Industry rivalry

It means the intensity of competition among the existing competitors in the Market.
Rivalry is LOW:
1. It is a highly government regulated industry.
2. Pricing subsidies provided by government.
3. Private players are trying to improve supply chain through retail network.

4. Industry is witnessing already high-capacity utilization; players are not suffering from
underutilized capacities; hence rivalry is low.
5. Uniform prices across industry leads to indirect mutual co-operation.
3.2.4. Bargaining power of suppliers

 Bargaining power of supplier means how strong is the position of a seller How much your
supplier has control over increasing the price of suppliers.
 Input suppliers to grain/oilseed production tend to be dominated by large agribusiness
firms that compete vigorously for former business.
 The establishment of the farm credit system was competitive situation in agriculture
lending.
Bargaining Power of Suppliers HIGH:

1. Fertilizers industry is a captive market in India.
2. Very limited number of suppliers.
3. High prices of inputs and less diversity of inputs.
4. Raw materials are scarce being natural resources.
5. Heavy dependence on imports for meeting requirements of Inputs/Intermediaries/
Products.
3.2.5. Bargaining power of buyers

 Bargaining power of buyer’s means, how much control the buyers have to drive down
your products price, can they work together in ordering large volumes.
 Buyers bargaining power may be lowered down by offering differentiated product if

you’re serving a few but huge quantity ordering buyers, then they have the power to
dictate you.
 While exports are also critical to the sector, we focus on the domestic and
international markets where grains/oilseeds are used.

Bargaining Power of Buyers LOW:

1. High demand for agriculture products leads to high requirements for fertilizer products.
2. Nutrient’s level depletes in soil with each harvest of crop forcing demand for
fertilizers, else deficiency of nutrients reduces crop yield.
3. High demand of fertilizers with relatively low productivity per unit of fertilizer
consumed, leading to higher demand.
4. Low productivity of substitutes.
5. Lack of product differentiation.

CHAPTER: 4
SWOT ANALYSIS

CHAPTER: 4
SWOT ANALYSIS
SWOT Analysis is a framework used to evaluate a company's competitive position by

identifying its strengths, weaknesses, opportunities and threats. Specifically, SWOT analysis is
foundational assessment model that measures what an organization can and cannot do, and its
potential opportunities and threats.
Analyst present SWOT analysis as a square with each of the four areas making up one quadrant;
this visual arrangement provides a quick overview of the company's position. Although all the
points under a particular heading may not be of importance, there is insight in seeing how the
number of opportunities measures up to the number of threats and so forth.
Figure 4.1: SWOT Analysis of Accutech agro Pvt. ltd.,

Internal aspects:
The 'strengths' and 'weaknesses' internal to the business, i.e., its strategies and its position in
relation to its competitors. The internal aspects may be considered as strengths or weaknesses
depending upon their effect on the company's positions. This means, they may symbolize a
strength for one organization but a weakness, in relative terms, for a different.
External factors:
The 'opportunities and threats' caused by the external environment and the competition. The
external factors may comprise macro economic issues such as technological change, legislation,
and socio-cultural changes, in addition to changes in the market place or competitive position.

STRENGTHS WEAKNESS
 Unique cost-effective manufacturing  Difficult to reach enough potential

process customers.
 Major raw materials component  Company does not exploit the
sources within the country. financial leverage.
 Large domestic market for products
 Absence of clearly formulated strategy.
 Quality human resource.
 Insufficient promotion
 Locally available human Resource.
 Retaining of trade payables for long
 Liquidity position of the company is
period.
good.
 Need for efficient distribution system.
 The company profit is gradually
increasing every year  Outdated technology.
 Better quality and quantity
OPPORTUNITY THREATS
 Online market  Future or potential competition from

large, multinational agro
 Growth of horticulture and
manufacturers.
floriculture
 Unforeseen government regulatory
 New markets
actions.
 International expansion  New costs, taxes and compliance.
 Innovations and new technology Problem of environmental impacts
causes & effects in the future.
 Grant of government's shares to
 Intense competition from local as well
the workforce has come as a great
as international companies.
motivator for improved
productivity and growth.  Threat from genetically modified seeds
 Demand for organic farming.

CHAPTER :5
FINANCIAL ANALYSIS

CHAPTER:5
FINANCIAL ANALYSIS
Financial Statements:
Meaning:
Financial statements are written records that convey the business activities and the financial
performance of a company. Financial statements are often audited by government agencies,
accountants, firms, etc. to ensure accuracy and for tax, financing, or investing purposes.
Ratio Analysis:
Meaning:
Ratio Analysis is a mathematical tool used to evaluate the financial position of a company and
compare the outcome with the previous year figures and also analyze the performance of the
company as compared to its peers.
Calculation of Ratios
1. Current Ratio:
The current ratio is a type of liquidity ratio which is established by dividing total current
assets of a company with its total current liabilities. It shows the amount of current assets
available with a company for every unit of current liability payable
"Current ratio=current assets /current liability"
2. Quick Ratio:
Acid Test Ratio/Liquid Ratio/Quick Ratio is a measure of a company's immediate short- term
liquidity. It is calculated by dividing liquid assets by current liabilities. Liquid assets can be
termed as those assets which can almost immediately be converted to cash or an equivalent.
"Quick ratio=quick assets/current liability"

3. Gross Profit Ratio:

It is also known as Gross Profit Margin ratio, it establishes a relationship between gross profit
earned and net revenue generated from operations (net sales). Gross profit ratio is a profitability
ratio which is expressed as a percentage hence it is multiplied by Ratio.
"Gross profit ratio= gross profit/ net sales *100"
4. Net Profit Ratio:

It is also known as Net Profit Margin ratio, it is establishing a relationship between net profit
earned and net revenue generated from operations (net sales). Net profit ratio is a profitability
ratio which is expressed as a percentage hence it is multiplied by 100.
"Net profit ratio= net profit/ net sales *100"
5. Operating Ratio:
It is computed by dividing operating expenses of a particular period by net sales made during that
period. Like expense ratio, it is expressed in percentage.
"Operating ratio=operating expenses /net sales *100"
6. Inventory Turnover Ratio:

Inventory turnover ratio or stock turnover ratio indicates the relationship between "cost of
goods sold" and "average inventory". It indicates how efficiently the firm's investment in
inventories is converted to sales and thus depicts the inventory management skills of the
organization.
"Inventory turnover ratio=cost of goods sold / average inventory"
7. Assets Turnover Ratio:

The asset turnover ratio measures the value of a company's sales or revenues relative to the value
of its assets. The asset turnover ratio can be used as an indicator of the efficiency with which a
company is using its assets to generate revenue.
"Assets turnover ratio= total sales /assets"

CHAPTER: 6
Learning Experience

CHAPTER: 6
LEARNING EXPERIENCE
Organization study under taken at Accutech Agro Pvt ltd Every student doing a professional
course needs to undertake organization study in there, which gives them a chance to explore their
skill and suit them self in the work environment. The organization study will benefit both students
who are working to a company for which the student is working.
The organization study work was assigned by the VTU as a part of curriculum, which helps
toward tto know how the various departments in the organization work co-coordinately in
achieving vision, mission, & common goal of the company. It is a time to convert out the
knowledge into reality & the applicability of the theoretical elements into practical in the
organization.
Due to study that I conducted in the company allowed me to learn the basics of my education and
turning those aspects into reality. The organization study period i.e., 4 weeks made me to judge
whether I can adjust to the corporate environment or not.
The organization study at Accutech Agro Pvt ltd, Davanagere has given me the opportunity to
gain valuable Agro industry related experience that would allow me to expand my career options.
The skills and knowledge what I got throughout my academics was quite different than the
experience that I gained at Accutech Agro Pvt ltd, Davanagere I was able to utilize and engage
the knowledge and skills gained in my academics in a more practical approach at Accutech Agro
Pvt ltd, for example, application of SWOT analysis and application of McKinsey's 7S frame work
& porter's five force model. The guidance, support, feedback and useful suggestion provided by
my Project guide Mr. Suresh helped me to successfully complete this organization study.

CONCLUSION
It has been great opportunity for me carry out the study of an organization at Accutech
Agro Pvt ltd Davanagere. It has helped to a great extent to have an insight in to the
practical realities of the organization study. I have done my best effort for completion of
my organization study.
Accutech Agro Pvt ltd Davanagere Is providing an excellent service to the public of
Davanagere through its effective and efficient distribution of qualitative and quantitative
goods and services. This is because the organization structure adopted and followed good
facilities for smooth functioning of the organization. It has big organization concern, and
has its own goodwill.
Accutech Agro Pvt Ltd Davanagere is further changes are not required. But, regarding
technical adoption and quicker servicing it must go for further research and
development.

BIBLIOGRAPHY:
 Stephen P Robbins, Timothy A. Judge, Neharika Vohra, (Organizational behavior).

14th Edition, Pearson, 2012.
 Maheshwari S N, Maheshwari Sharad K. Maheshwari, (Accounting for
management). 2/e, Vikas publishing house (P) ltd
 Fred R Devid at Forest R. Devid, (Strategic management), 15th Edition.
WEBLIOGRAPHY:
 www.accu-techagroprivatelimited.com
 www.agrofertilizer.com
 www.accutechagro.com

Annexure Weekly Progress Report 1
ANNEXURE – 1
USN 4GM20BA027
Name of the Student MONISHA KJ
Title of the Study Organization
Organization ACCUTECH AGRO PVT. LTD, DAVANAGERE
Duration Week Start Date and End Date 27-9-2021 -02-10-2021
Chapters Covered During the week Chapter 1
Description’s activities performed during the Understanding the Organization and its Functions
week Visited Departments
Date: Signature of the student
Reviewed
Signature of the Internal Guide with Date.

ANNEXURE – 1
USN 4GM20BA027
Duration Week Start Date and End Date 04-10-9-2021 - 09 -10-2021

Collecting Product Information and Understanding Work
Description’s activities performed during the
flow model
week
Reviewed

ANNEXURE – 1
USN 4GM20BA027

Duration Week Start Date and End Date 11-10-9-2021 -18 -10-2021
Description’s activities performed during the week Relating McKinsey 7S Model and Porter Five Forces
Model to organization
Reviewed

ANNEXURE – 1
USN 4GM20BA027

Duration Week Start Date and End Date 21-10--2021 -27-10-2021
Description’s activities performed during the week Identifying the SWOT of the Organization and
Understanding and Analyzing Financial Data
Reviewed


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ACCUTECH AGRO PVT.

INTRODUCTION ABOUT ORGANISATION STUDY

Department of Studies in Management GMIT, Davangere. Page 1

INTRODUCTION ABOUT THE ORGANISATION STUDY

Topic of the Study:

"An organization Study at Accutech Agro Pvt Ltd"

1.1 INTRODUCTION ABOUT THE ORGANISATION STUDY:

Department of Studies in Management GMIT, Davangere. Page 2

1.2 INDUSTRY PROFILE:

Department of Studies in Management GMIT, Davangere. Page 3

OVERVIEW OF FERTILIZER INDUSTRY IN INDIA

Department of Studies in Management GMIT, Davangere. Page 4

Demand of Fertilizer in India.

Department of Studies in Management GMIT, Davangere. Page 5

for fertilizers. Of the two-price policy

Department of Studies in Management GMIT, Davangere. Page 6

Department of Studies in Management GMIT, Davangere. Page 7

Department of Studies in Management GMIT, Davangere. Page 8

Name Accutech Agro Private Limited

Constitution Private Limited Company

Chattobanahalli village, near Honnur, Gollarhatti

Department of Studies in Management GMIT, Davangere. Page 9

2.2 : NATURE OF BUSINESS:

Department of Studies in Management GMIT, Davangere. Page 10

DAP, Urea, Potassium, filler materials.

2.3 : VISION, MISSION, QUALITY POLICY:

Department of Studies in Management GMIT, Davangere. Page 11

Department of Studies in Management GMIT, Davangere. Page 12

Department of Studies in Management GMIT, Davangere. Page 13

2.4. WORKFLOW MODEL

Disc granulation machine (drum granulation machine) is widely used in fertilizer

2.5. PRODUCT/SERVICE PROFILE:

 Moisture percent by weight, maximum-1.5

 Total Nitrogen, percent by weight, minimum-17

 Ammonia Nitrogen, percent by weight, maximum 5.0

Department of Studies in Management GMIT, Davangere. Page 15

 Urea Nitrogen, percent by weight, maximum 120

 Water soluble Potash (as K₂O) percent by weight, minimum 17.0.

 Contains N (T) 14.0%, P (P2O5) and 06.0%, K (K2O) 21.0%.

 Granules are uniform and between 1mm and 4mm size.

 Power is fine and free flowing.

Department of Studies in Management GMIT, Davangere. Page 16

 Phosphorus and Sulphur are present in a single product.

Department of Studies in Management GMIT, Davangere. Page 17

 Total nitrogen percent by weight, minimum =16.0

 Ammonia Cal nitrogen percent by weight, minimum=14.50

 Moisture percent by weight, maximum= 1.5

 Nitrate Nitrogen percent by weight, maximum= 3.0

 Citric soluble phosphate (asp2O5) percent by weight, minimum= 16.0

Department of Studies in Management GMIT, Davangere. Page 18

Department of Studies in Management GMIT, Davangere. Page 19

2.6. OWNERSHIP PATTERN:

Kalavur Onkarappa Siddesh Managing Director

Department of Studies in Management GMIT, Davangere. Page 20

2.7. ACHIEVEMENTS AND AWARDS:

Area Championship for the Year 2016-2017.

2.8. FUTURE GROWTH AND PROSPECTS:

Department of Studies in Management GMIT, Davangere. Page 21

Department of Studies in Management GMIT, Davangere. Page 22

McKINSEY’s 7S FRAMEWORK AND PORTER'S FIVE FORCE MODEL

INTRODUCTION TO McKinsey 7's MODEL:

THE 7'S ELEMENTS:

HARD ELEMENTS SOFT ELEMENTS