ORGANIZATION STUDY REPORT

ADVAITH MOTORS PRIVATE LIMITED

PADIL, MANGALORE

BY
ANUSHREE.M.
USN:4KV21BA004
Submitted to
VISVESVARAYA TECHNOLOGICAL UNIVERSITY, BELAGAVI
In partial fulfillment of the requirement for the award of the degree of
MASTER OF BUSINESS ADMINISTRATION
Under the guidance of
Internal guide: External guide:
Mrs. SHRIMANI.K Mr. Madhu .K.J
Assistant Professor, Dept. of MBA HR Manager
KVG College of Engineering Advaith motors private ltd

DEPARTMENT OF MANAGEMENT STUDIES

KVG COLLEGE OF ENGINEERING
KURUNJIBAGH SULLIA D.K

1
2
3
 DECLARATION
I ANUSHREE.M. hereby declare that the report on Organization study at “ADVAITH
MOTORS PRIVATE LIMITED” is prepared by me under the guidance of Mrs.
SHRIMANI.K Professor, MBAProgramme KVG College of Engineering, Sullia.

I also declare that this Organisation study is towards the partial fulfillment of the university
regulations for the award of the degree in Master of Business Administration by
Visveswaraya Technological university, Belagavi.

I further declare of this report is based on the original study undertaken by me and has not
been submitted for the award of any degree/diploma or any other University /institution.

Place: Sullia Signature of student

Date: USN:4KV21BA004

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 ACKNOWLEDGEMENT

I would like to take this opportunity to express my gratitude towards those who have
rendered their valuable guidance and have positivity influenced my knowledge during the
course of the Organization study.

I would like to express my sincere gratitude to Dr. SURESH.K. Principal, KVG College of
Engineering, for his guidance and support in carrying out this Organization study.

I would like to express gratitude to my internal guide Mrs. SHRIMANI K Professor of

Department of Management studies for providing a streamed guideline since inception, till
the completion of the project.

I profoundly thank Mr.KRISHNANANDA A , HOD Department of Management studies for

all the support for the completion of this project.

I like to express my highest gratitude to Dr. RENUKA PRASAD K.V General Secretary,
Academy of Liberal Education Sullia for having been a constant source of information.

I also thank to all the teaching and non-teaching staff members of KVG COLLEGE OF
ENGINEERING, for their constant concern and support. Finally, yet importantly, I thank all
my well-wishers who have directly or indirectly helped me in completing this project.

5
 TABLE OF CONTENTS

Chapter Tittle Page number

1 Introduction about 8-11
Organization Study
2 Organization Profile
2.1 Back ground
2.2 Nature of business
2.3 Vision, mission, quality
policy
11-20
2.4 Work flow model
2 .5Product/service profile
2.6 Ownership pattern
2.7Achievements/Awards
2.8Future growth and
prospects
3 McKinsey’s 7S framework
and Porter’s Five Force
21-31
Model with special
reference to Organization
under study
4 SWOT Analysis 31-33
5 Analysis of Financial 34-46
Statement
6 Learning Experience 47
7 Bibliography 48

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 EXECUTIVE SUMMARY

The MBA course offered by VTU, Belgaum, has its own unique syllabus which
requires its students to undertake an organization study with any of the industry
for a period of 4 weeks. For the purpose of acquiring practical knowledge of the
working and functioning of the company. Therefore, this study was conducted
at ADVAITH MOTORS PRIVATE LIMITED PADIL,MANGALORE.

The main objectives of this study are:

• To familiarize with the business organization by applying McKinsey’s 7s framework and

porter’s five force model

• To analyse the financial statements such as Balance Sheet and Profit & Loss A/c

• To know the Strengths, Weaknesses, Opportunities and Threats of the organization

• This report includes the information about the industries product. The advaith motors pvt
ltd provide the services to JCB construction products. .

This internship report includes financial analysis such as the analysis of Balance
Sheet and the Profit & Loss statement. Also, in addition, SWOT analysis has
been done, Ownership pattern of ADVAITH MOTORS PRIVATE LIMITED is
charted and applied the McKinsey’s 7s framework to the company and five
force model.

At the end, the learning experience section consists of all the policies, practices
and procedures of the service department of ADVAITH MOTORS PRIVATE
LIMITED which I have undergone through and learned during my internship
program.

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 CHAPTER-1
INTRODUCTION ABOUT ORGANISATION AND INDUSRTY

About the industry:

Joseph Cyril Bamford was a British businessman, who was the founder of
the Advaith JCB company, in 1945, manufacturing heavy plant. He was a created the first
JCB in a 12ft 15ft garage. His net worth was estimated at 9.48 billion. In 1949 J.C Bamford
introduces a machine that proves to be one of the most important of all early JCB models.

Diagram of JCB’s construction equipment:

[ At 75 years, a look back at JCB’s construction equipment milestones]

1945. British is just coming out of six years of world war and times are tough. Joseph Cyril
Bamford begins business in a rented lock-up garage in Uttoxeter, Staffordshire, using a
second -hand welding set and some surplus military equipment to make tipping trailers for
farmers to hitch to the new generation of petrol-driven tractors.

8
1947 he moves to larger premises and has three employees. Mr JCB quickly goes from two-
wheel to four -wheel trailers, then adding hydraulics to create the very first and revolutionary
four-wheel tipping trailers, in 1948.

JCB India limited is a leading manufacturer of earthmoving and construction equipment in

India. The company started as a joint venture in 1979 and is now a fully owned subsidiary of
J.C. Bamford Excavators, United Kingdom. With five state-of-the-art factories in India, it
today manufactures a wide range of world-class equipment, not only for India, but also for
export markets.

The factory at Delhi-NCR, which is the world’s largest factory for Backhoe Loaders, is also
the Headquarters for JCB in India. This facility, apart from Backhoe Loaders, also
manufactures skid Steer Loaders, Telehandlers, Diesel Engines and Diesel Generators.

Over the years, JCB invested Rs.2000crores in India and today employees over 5000 people
in its Indian operations. It has a network of 63 dealers who further employee 6000
professionally trained people in 650 outlets spread throughout India.

About the organisation:

Always Looking for A Better Way.

Mr.Madhu.K.J.was a HR Manager of Advaith Motors pvt ltd company Mangalore in 2011.

Mr. Madhu K.J. completed his studies in engineering. He was drawn to the automobile
industry from the early nineties. His family’s business interests are primarily in textiles,
among others. His family was also response setting up the Vyasa Bank, a leading commercial
bank. Chairman and management trustee of CVMS hostel with the aim of charity.

The Advaith JCB founded on Feb 7, 2011. Advaith JCB is present in Mangalore [HO] ,
Hassan, Mysore, Kundapura, Kumta, Shimoga, Advaith JCB also has ATPs at Yellapura,
Chennarayapatna, Halitala, Kodagu, Chamarajanagara, in the state of Karnataka. Advaith
JCB employees 271 people. Out of these 151 are dedicated to providing after sales service,

9
31 manage the stores for Genuine JCB parts, 41 look after the administration and 31 are
committed to the sales aspect of the business. Advaith JCB offers a comprehensive range of
services to its customers across Karnataka.

Advaith Motors Private Limited is a Private incorporated on 13 April 1998. It is classified as

non-government company and is registered at Registrar of Companies, Mangalore. It is
involved in Manufacture of parts and accessories for motor vehicles and their engines
[brakes, gear boxes, axles, road wheels, suspension shock absorbers, radiators, silencers,
exhaust pipes, steering wheels, steering columns and steering boxes and other parts and
accessories.

Advaith JCB in Near Railway Bridge, Mangalore is known to satisfactorily cater to the
demands of its customer base. The business came into existence in 2011 and has, since then,
been a known name in its field. It stands located at Advaith Motors Pvt Ltd, Near Railway
Bridge-575007. Near Railway Bridge is a prominent landmark in the area and this
establishment is in close proximity to the same. The business strives to make for a positive
experience through its offerings. The accepted modes of payment such as Cash make every
business transaction easy and seamless, contributing to making the entire process even more
effective.

Customer centricity is at the core of Advaith JCB in Near Railway Bridge, Mangalore and it
is this belief that has led the business to build long-term relationships. Ensuring a positive
customer experience, making available goods and/or services that are of top-notch quality is
given prime importance.

India’s leading B2B market place, Jd Mart ensures engaging in business activities is a
seamless process for small and medium enterprises as well as large businesses. In a wake to
enable these businesses to reach their audience, this portal lets them showcase their offerings
in terms of the products and/or services through a digital catalogue. This business has a wide
range of product offerings

and the product/catalogue list includes Excavator Repair and Services, Excavator Repair
Service, Excavator Repairing Services, Hydraulic Excavator Repair & Services, JCB
Excavator Repair Services etc.

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 AJC Head Office

employees Spare part stores

CHAPTER-2
ORGANISATION PROFILE
Company name Advaith Motors Pvt Ltd
Type HR Manager
Company status Active
Company category Company limited by shares
Traded as Repair and service of advaith jcb company
Organisation Service
Founded 2011[Feb 7]
Head quarters Padil,Mangalore,Karnataka,India.
Number of locations Mangalore [HO] , Hassan, Mysore,
Kundapura, Kumta, Shimoga, Yellapura,
Chennarayapatna, Halitala, Kodagu,
Chamarajanagara,
Key person Mr. Madhu.K.J
Services  Warranty, post warranty breakdown
services
 Marine Engines and DG Sets
 Customer /Onsite training.

Registration number U34300KA1998PTC023605

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 GST 29AADCA2399A1ZT
Capital ratio 5.12:1
Revenue 6,75,85,202.41
Operating income 22,30.036.51
Total assets 2,37.45,776.90
Number of employees 253
Website https://advaithmotorsjcb.jcbindia.co.in/
Email advaithmissionrd@gmail.com

2.1BACKGROUND:

Mr. Madhu .K.J. was a managing director of Advaith JCB Pvt ltd company Mangalore in
2011. Mr. Madhu K.J a completed his studies in engineering. He was drawn to the
automobile industry from the early nineties. His family’s business interests are primarily in
textiles, among others. His family was also response setting up the Vyasa Bank,a leading
commercial bank. Chairman and management trustee of CVMS hostel with the aim of
charity.

2.2NATURE OF BUSINESS:

JCB involved in Manufacture of parts and accessories for motor vehicles and their engines
[brakes, gear boxes, axles, road wheels, suspension shock absorbers, radiators, silencers,
exhaust pipes, steering wheels, steering columns and steering boxes and other parts and
accessories.

Other works carried out are as follows:

 Construction product are Backhoe Loader, tracked excavator, wheeled loader,

compactor .
 Material handling are 2DXL, Loadall ,SSL material handaling, Diesel
generator.
 Customer training
 Consultant -load calculations
 Comprehensive and noncomprehensive maintenance contract.

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  Repairing,repowring,road roller.

Industry

 Construction.
 Rural
 Material handling solution.
 Mining
 Ports
 Power generation.
 Railways
 Real estate
 Roads
 Solid waste.

2.3 VISION MISSION, QUALITY POLICY:

2.3.1 VISION

 High quality services

 Cost effective.
 Properly planned
 To be the pioneer in automobile franchise model dealerships with driven force of
technology and performance to attain the highest customer satisfaction.

2.3.2 MISSION:

 Customer satisfaction.
 Offering very competitive prices.
 We know how to earn the public’s respect with exceptional inbound content.
 To grow the company.
 Increasing the dealership.
 we aim to create this industry's finest product support at work.

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2.3.3 QUALITY POLICY:

 Delivering quality, cost effective and timely products and services to customers.
 The technical competence and expertise of our people is enhanced through continuous
training and development.
 Our quality management system and related processes are constantly being
strengthened,reviewed,and updated.

WORK FLOW MODEL:

A work flow model is then sequential series of tasks and decisions that make up a
business process. Designing a workflow model lets business users see how a process
works and help them streamline and optimize it for best results and high efficiency.
A workflow model is easy model to define and understand. The specific
set of rules and paths that anyone would follow in an organization to complete their
respective tasks are referred to as processes, tasks, or workflows.

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PRODUCT/SERVICE PROFILE:

 Economical cost of operation and increase engine life.

 JCB parts restore optimum power and fuel efficiency and are backed by the
warranty.
 Designed to work optimally to maximize component life and engine performance.
 JCB parts is the only economical solution for the repair and service for your
engines.

CONTRACTION PRODUCT:

Diesel Generator

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Engine repowering

16
Industrial Equipment's are powered by advaith Motors company fitted in
JCB/L&T/CAT/BEML/Case/Terex-Manitou/Bull/Bobcat make Backhoe Loaders, L&T
Case/Hyundai Make Excavators, Concrete Pumps, Compactors, Cranes, Road Roller, Transit
Mixers, Pavers, Forklifts, Firefighting Equipment, Pump Set’s, Harvesters, Navy Vessels like
Tugs, Dredgers, Off Shore Patrol Vessels etc.
INDUSRIAL APPLICATIONS:

2DXL
Loadall

SSL Material Handaling Wheeled Loadall

Compactor
Tracked excavator

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 Backhoe Loader

OWNERSHIP PATTERN:
A human resources manager, most referred to as an HR manager, is an employee of a
business that helps to define a company's people-related processes and culture. HR managers
can become heavily involved in administrative tasks to ensure a company is treating its
people well and within the confines of the law. Human resources managers are leaders within
HR departments, overseeing the functions of an organization that takes care of its workers.
The role can vary depending on where you work, but many of the core responsibilities of
human resources managers are consistent across organizations.

Roles include:

 Maintaining the overall performance of the company and in particular the

departments within.
 Producing and planning strategic operating plans and objectives for the long-term
future. Also ensuring all short-term targets have been achieved.
 Support present and future company demands through growing, involving,
inspiring, and preserving human capital.
 Create and put into action HR initiatives and strategies that are in line with the
overall business plan.

Madhu .K.J was a HR Manager of Advaith motors pvt ltd company Mangalore.

Customer relationship manager – Mr. Ravithesh

Director – Mr. L.S. Rajesh, Radha Krishna

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Vice precident – Mr. Ranjith rai

Sales manager – Mr.Hemesh

Parts and service manager –Mr. Muddappa

Sales BHL manager – Mr. Mahadeva

BHL systems engineering manager – Mr. Madhu.N.

HL systems engineering manager – Mr. Kushalappa

Sales HL manager – Vijay.

Warranty manager – Surendra.

The organisation chart may be shown as below:

ORGANISATION CHART:

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 A look at the recognition and rewards garnered by us for our high standards of service and
performance.
ACHIEVEMENTS/AWARDS:

 A look at the recognition and rewards garnered by us for our high standards of service
and performance.

World class dealer World class dealer facility award

facility award 2012 2013

Annual dealer conference award 28 Jan 2012 Annual dealer conference award 7 Feb 2013

FUTURE GROWTH AND PROSPECTS:

 Creating new products and services by strengthening marketing using digital
technology.
 Planned to open its new Advaith Motors pvt.ltd company at Mangalore.
 To have a separate outlet for services.

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 CHAPTER -3

MCKENSY’S 7S FRAME WORK AND PORTERS FIVE

MODEL WITH SPECIAL REFERENCES TO
ORGANISATION UNDER STUDY

Mckinsey 7s frame work

The McKinsey 7S Framework is a management model developed by business consultants
Robert H. Waterman, Jr., and Tom Peters in the 1980s. This was a strategic vision for groups,
to include businesses, business units, and teams. The 7 Ss are structure, strategy, systems,
skills, style, staff, and shared values. 

Mckinsey 7s Model

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tThe Mckinsey 7S Frame Work involves seven interdependent factors which are categorized
as either hard or soft elements

Hard Elements Soft Elements

Structure Shared values
Strategy Skills
System Style
Staff

The service sector makes use of the McKinsey 7s model to regularly enhance its performance
and implement successful change management processes. AMC focuses on the 7 elements
identified in the model to ensure that its performance levels are consistently maintained and
improved for the offerings.

1. Hard elements
The hard elements of the McKinsey 7s model comprise of strategy, structure, and systems.
The hard elements of the model are easier to identify, more tangible in nature, and directly
controlled and influenced by the leadership and management of the organization.

1.1 Strategy
1.1.1 Clearly defined
The strategic direction and the overall business strategy for AMC are clearly defined and
communicated to all the employees. The strategic direction and the overall business strategy
for AMC are clearly defined and communicated to all the employees .This helps the
organization manage performance, guide actions, and devise different tactics that are aligned
with the business strategy. Moreover, the business strategy’s definition and communication
also make operations for more transparent and aligns the responsibilities and actions of the
organization.

1.1.2Guiding behaviour for goal attainment.

The strategic direction for AMC is also important in helping the business guide
employee, staff, and stakeholder behaviour towards the attainment and achievement of goals.
SMART Goals are set with short and long-term deadlines in accordance with the business
strategy. The business strategy helps employees decide tactics and behaviours for attaining
the set goals and targets to help the business growth.

1.1.3. Changing consumer demands

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An important aspect of the strategy at AMC that it takes into constant consideration the
changing consumer trends and demands, as well as the evolving consumer market patterns
and consumption behaviour. This is an important part of the strategic direction at as it allows
the company to remain competitive and relevant to its target consumer groups, as well as
allows the company to identify demand gaps in the consumer market. 

1.1.4. Flexibility and adaptability

The strategy at AMC is flexible and adaptable. This is an important aspect of the strategic
direction, and strategy setting at AMC. With flexibility and adaptability, is not only able to
benefit from quickly reacting and responding to changing consumer patterns globally but is
also able to locally and culturally adapt its products via localization for different regions.

1.2. Structure.
Structure is a system that outlines how certain activities are directed to achieve the goals of
an organization.

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 1
.2.1 Organizational Hierarchy
The AMC has a flatter organizational hierarchy that is supported by learning and progressive
organizations. With lesser managerial levels in between and more access to the management
and workers, the employees feel more secure and confident and also have higher access to
information. Moreover, the flatter hierarchy also allows quicker decision-making processes
and increases organizational commitment in the employees.

1.2.2. Inter-Departmental Coordination

AMC has high coordination between different departments. The company’s departments
often form inter-department teams for projects and tasks that require multiple expertise. All
coordination between different departments is effective and organized. AMC has a systematic
process for initiating and monitoring coordination between departments to ensure smooth
work operations and processes – and goal attainment.

1.2.3. Internal team dynamics [department specific]

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AMC encourages teamwork and team-oriented tasks. Where jobs require individual attention
and scope, the company also assigns individual responsibilities and job tasks. However, all
employees at AMC are expected to be team players who can work well with and through
other members, and who get along well with other people. The teams are supportive of all
members and work with synergy towards achieving the broader team objectives and goals
under the AMC designed strategy and values. 

1.2.4. Centralization vs. Decentralization

AMC has a hybrid structure between centralization and decentralization. Like many
progressive organizations, AMC largely supports decentralized decision making. Job roles at
are designed to be carried out with responsibility, and employees often set their goals with
mutual coordination and understanding with the supervisors. 

2.5. Communication 
AMC has a developed and intricate system for ensuring communication between employees,
and customer. The communication systems at AMC enhance the overall organizational
structure. The systematic, defined, and organized communication allows an easy flow of
information and ensures that no organizational tasks and goals are compromised because of a
lack of communication, or misunderstandings. 

1.3. System.
1.3.1. Organizational systems in place.
AMC has defined and well-demarcated systems in place to ensure that the business
operations are managed effectively and that there are no conflicts or disputes. The systems at
AMC are largely departmental in nature and include human resource management, finance
marketing ,operations ,sales ,supply chain management ,public relation ,management.

1.3.2. Defined controls for systems.

Each of the defined and demarcated systems at AMC has especially designed tools and
methods as controls for evaluating performance and goal attainment. These controls and
measures are designed specifically in different departments based on the nature of their tasks
and responsibilities. Moreover, each department also designs specific controls for members
for performance evaluation, as well as for inter-departmental tasks and responsibilities.

1.3.3. Monitoring and evaluating controls

AMC continually evaluates its systems through the designed controls. This monitoring of the
performance is continual and ongoing. This is largely done through observation and informal

25
discussions. Feedback to employees and overall department heads is informally given
regularly as and when is required. Formal evaluation of performance is also conducted semi-
annually – or quarterly, depending on the need and the urgency of the projects and assigned
tasks. This is a formal process that is undertaken by superviso1122rs and managers to ensure
the identification of performance lags, and suggestive means of improvement.

1.3.4. Internal processes for organizational alignment

 AMC also has special processes and methods for ensuring that all departments and systems
within the organization are aligned and working in harmony towards the greater business
goals and targets. This is made possible through ensuring that all systems are designing and
working towards goals and targets specific to their expertise under the broader business
vision and strategy.

2. Soft elements
The soft elements of the McKinsey 7s model, in turn, include shared values, staff, skills, and
strategy. These elements are less tangible in nature and are more influenced by the
organizational culture. As such, the management does not have direct influence or control
over them. These elements are also harder to describe and directly identify – but are equally
important for an organization’s success and improved performance.

2.1. Shared values.

2.1.1. Core values.
The core values at AMC are defined and communicated to foster a creative and supportive
organizational structure that will allow employees to perform optimally and enhance their
motivation and organizational commitment. The core values at include Creativity,
Honesty ,Transparency ,Accountability ,Trust , Quality Heritage.

2.1.2. Corporate culture

AMC encourages an inclusive culture that celebrates diversity. The company has an
international presence, and production units that are spread across different countries, as
such, AMC ensure that its organizational culture is supportive of diversity and has internal
policies to reduce incidences of discrimination.
The corporate culture at AMC also encourages innovation and creativity by allowing
independence for growth to individuals and teams –thus helping them refine their careers as

26
well as personalities. Lastly, the corporate culture at AMC also has a supportive leadership
which works towards increasing employee motivation and job satisfaction by giving way to
visibility and accessibility.

2.1.3. Task alignment with values.

AMC ensures that all its job tasks and roles are aligned with the core values that the company
propagates. This means that all activities, tactics, and strategic tactics employed by AMC will
reflect its core values and will not deviate away from these. This is to ensure a consistent, and
reliable brand image, as well as an honest organizational culture. In the event of
organizational change, the company will continue to ensure that all change management
processes and methods incorporate the core values so that the organizational culture is
consistently maintained, and systematically changed if need be. 

2.2. Style 
2.2.1. Management/leadership style.
AMC has a participative leadership style. Through a participative leadership style, AMC is
able to engage and involve its employees in decision-making processes and managerial
decisions. This also allows the leadership to regularly interact with the employees and
different managerial groups to identify any potential conflicts for resolution, as well as for
feedback regarding strategic tactics and operations. Through its participative leadership,
AMC is able to enhance employee motivation, and increase organizational commitment and
ownership amongst employees as well as other stakeholders.

2.2.2. Effectiveness of leadership style

The participative leadership style is highly effective in achieving the business goals and
vision of the organization. Employees feel to be active members of the organization who are
valued for their suggestions, feedback, and input. Moreover, through participative leadership,
leaders and managers are able to identify current and potential conflicts within the SERVICE
SECTOR organization, and actively work to resolve them as soon as possible. 

2.3. Staff
2.3.1. Employee skill level vs business goals.
AMC has a sufficient number of employees employed across region operations. Employees
for different job roles and positions are hired internally as well as externally – depending on
the urgency and the skill levels required. Based on this, it is seen that AMC has employees

27
who are skilled as per the requirements of their job roles and positions. All employees are
given in house training to familiarize themselves with the company and its values. External
training along with in-house training is provided for skill level enhancement.

2.3.2. Number of employees

AMC has employed a large number of employees. The number of employees varies from
region to region as per the requirements and needs of the business and operations. The team
of AMC is an inclusive one that accepts, and encourages diversity, and works in
synchronization with members to ensure attainment of business goals. The team member of
employees is the most important part of business success for AMC.

2.3.3. Gaps in required capabilities and capacities.

AMC has a well-defined system for identifying potential needs of capabilities and capacities
for the organization. The human resource function of the business has a systematic process
that aligns all other departments to identify potential vacancies or skill gaps. Based on the
nature of the need, the human resource department arranges for recruitments which may be
permanent or contractual in nature, as well as arranges training sessions if need to be for the
current workforce. 

2.4. Skills
2.4.1. Employee skills
AMC has a commendable workforce, with high skills and capacities. All employees are
recruited based on their merit and qualifications. THE SERVICE SECTOR prides itself on
hiring the best professionals and grooming them further to facilitate growth and development.
Employees training activities named as “NamrathaShakthi” to develop employee’s skills
accordance to the job.

2.4.2. Employee skills vs task requirements

AMC has defined tasks and job roles and hires and trains employees for skill levels
accordingly with respect to those. The company ensures that all its job requirements are met
and that employees have the sufficient skills to perform their respective jobs in accordance
with the values and culture as well as the business goals and strategy of the Organisation.

28
2.4.3. Skill management.
AMC pays particular attention to enhancing the skills and capacities of its employees. It
arranges regular training and workshops – internally as well as externally managed- to
provide growth and development opportunities for its employees. AMC focuses on personal
as well as professional growth for its employees and works accordingly with them.

2.4.4. Company’s competitive advantage.

The human resource is one of the core competitive advantages of the company. The skills of
employees are developed specifically for job roles and requirements at AMC and provide a
competitive benefit to the company – where players cannot imitate employee skills or
training. This creates a unique and non-substitutable competency for AMC.

PORTERS FIVE FORCES MODEL

Porter's Five Forces is a model that identifies and analyses five competitive forces that shape
every industry and helps determine an industry's weaknesses and strengths. Five Forces
analysis is frequently used to identify an industry's structure to determine corporate strategy.
Porter's model can be applied to any segment of the economy to understand the level of
competition within the industry and enhance a company's long-term profitability. The Five
Forces model is named after Harvard Business School professor, Michael E. Porter.

Michael porter’s five forces model

In Porter's model, the five forces that shape industry competition are

29
1. Competitive rivalry
This force examines how intense the competition is in the marketplace. It considers the
number of existing competitors and what each one can do. Rivalry competition is high when
there are just a few businesses selling a product or service, when the industry is growing and
when consumers can easily switch to a competitor's offering for little cost. When rivalry
competition is high, advertising and price wars ensue, which can hurt a business's bottom
line.

2. The bargaining power of suppliers

This force analysis how much power a business's supplier has and how much control it has
over the potential to raise its prices, which, in turn, lowers a business's profitability. It also
assesses the number of suppliers of raw materials and other resources that are available. The
fewer supplier there are, the more power they have. Businesses are in a better position when
there are multiple suppliers.

3. The bargaining power of customers

This force examines the power of the consumer, and their effect on pricing and quality.
Consumers have power when they are fewer in number but there are plentiful sellers and it's
easy for consumers to switch. Conversely, buying power is low when consumers purchase
products in small amounts and the seller's product is very different from that of its
competitors.

4. The threat of new entrants

This force considers how easy or difficult it is for competitors to join the marketplace. The
easier it is for a new competitor to gain entry, the greater the risk is of an established
business's market share being depleted. Barriers to entry include absolute cost advantages,
access to inputs, economies of scale and strong brand identity. Companies in the market with
high barriers to entry -whether through regulation ,high fixed and start-up costs ,protected
intellectual property etc-face less competition than companies in markets with lower barriers.
oil engine is tough market to enter because it requires a lot of capital to be able to spread the
risks of an unprofitable drill across multiple leases.

5. The threat of substitute products or services

This force studies how easy it is for consumers to switch from a business's product or service
to that of a competitor. It examines the number of competitors, how their prices and quality

30
compare to the business being examined, and how much of a profit those competitors are
earning, which would determine if they can lower their costs even more. The threat of
substitutes is informed by switching costs, both immediate and long-term, as well as
consumers' inclination to change. As per prasad power engineers has substitutes for their
services already existed in the market from small players most of the freelancer service
provider are giving the same services which one is providing to defend their market share in
terms of volume or other .

From customer perspective, the alternative option will be either to go for nearby service
centre or to contact other options which are easily available for their Location. The product
used are appear different but can satisfy the same need as another product .

Mostly people prefer their own brand service centre where they can use many services as
providing by the company itself under warranty scheme or under extended warranty scheme.

CHAPTER 4
SWOT ANALYSIS

SWOT analysis is a strategic planning technique used to help a person or organization

identify strengths, weaknesses, opportunities, and threats related to business competition or
project planning. 

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 Strength
Strengths are things that your organization does particularly well, or in a way that
distinguishes you from your competitors. Think about the advantages your organization has
over other organizations. These might be the motivation of your staff, access to certain
materials, or a strong set of manufacturing processes.
 Skilled, motivated man power who have aces to ongoing product training.
 provide multifaced services to the customer.
 well stocked spare part sales at all outlets.
 provide quality service and genuine parts.
 friendly and reliable customer services.
 On site services vehicle support.
 state of art infrastructure.
 inter -connected branches.
 service on call.

Weakness
Weaknesses, like strengths, are inherent features of your organization, so focus on your
people, resources, systems, and procedures. Think about what you could improve, and the
sorts of practices you should avoid.
 The cost involved in installation product is high
 Customer expectation are increased day by day it has become more difficult to satisfy
the completely.
 Technicians taking leave without prior notice.
 Employee attrition.

Opportunities
Opportunities are openings or chances for something positive to happen, but you'll need to
claim them for yourself!
They usually arise from situations outside your organization and require an eye to what might
happen in the future. They might arise as developments in the market you serve, or in the
technology you use. Being able to spot and exploit opportunities can make a huge difference
to your organization's ability to compete and take the lead in your market.

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  Many multinational companies offering their proposal for dealership.
 Extended warranty helps in growth of parts and oil.
 Increasing in number of Bandhan(service) per month.

Threats Or Challenges
Threats include anything that can negatively affect your business from the outside,
such as supply-chain problems, shifts in market requirements, or a shortage of
recruits. It's vital to anticipate threats and to take action against them before you
become a victim of them and your growth stalls.
 Satisfy all the customers.
 Unwanted warranty complaints.
 Duplicates spares in the market.
 Difficult to handle in industrial customer rather than handling PG customer.

 Freelancer activities especially in post warranty users

 Required experienced man power.
 To fulfil technics requirement.

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 CHAPTER 5
ANALYSIS OF FINANCIAL STATEMENT

Financial statement analysis is the process of reviewing and analysing a company's financial
statements to make better economic decisions to earn income in future. These statements
include the income statement, balance sheet, statement of cash flows, notes to accounts and a
statement of changes in equity.

The balance sheet is a report of a company's financial worth in terms of book value.

5.1 BALANCESHEET AS ON YEAR ENDING.

Particular 2018-19 2019-20 2020-21
Equity And Liability      
Capital 1,96,96,857.74 1,65,45,567.39 1,32,57,692.01
Secured Loans 23,10,233.37 6,20,81,174.40 62,64,683.26
Current Liabilities      
Sundry Creditors 6,84,348.94 7,25,360.71 24,73,315.08
Outstanding Expenses 34,29,097.50 30,51,761.00 25,42,369.69
Provision For Income Tax 14,46,635.00 4,31,165.00 -
Indian Overseas Bank -  4,639.89 -
Total 2,75,67,172.55 2,69,66,611.39 2,45,38,059.99
Fixed Asset      
(As Per Schedule) 31,03,372.86 31,44,867.49 27,30,577.25
Current Asset      
EMD 15,000.00 33,500.00 33,500.00
Rent Deposit 11,45,000.00 14,45,000.00 17,80,760.00
Security Deposit 9,69,875.50 7,40,616.50 8,20,347.42
Sundry Debtors 66,30,827.96 39,53,443.01 44,05,547.99
Closing Stock 1,41,12,640.63 1,62,87,778.76 1,41,31,629.35
Bank Accounts      
Corporation Bank 3,44,649.81 31,967.53 11,347.43
33,41,42,315.0
Syndicate Bank 3,54,671.40 1,46,741.01
0
Yes Bank 26,271.00 37,579.00 10,887.01
Cash In Hand 1,16,775.02 86,220.00 40,810.00
Advance Salary 27,824.00 25,973.00 -
Advance Paid - - -
Security Deposit With
1,337.18 19,997.18 6,410.00
AAI

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Income Tax Refundable 20,770.00 20,770.00 2,01,570.00
Advance Income Tax 4,00,000.00 4,00,000.00 -
Income Tax TDS 1,51,605.97 1,96,374.15 1,62,925.98
Fire Insurances - - -
Other Bank Deposits 30,645.12 - 12,547.88
GST Cash Ledger C/F 14,617.00 14,174.00 32,712.00
GST Refund Receivable 82,000.00 7,000.00 -
GST TDS - 4,721.00 3,457.56
Input CGST C/F - 3,144.51 -
Input SGST C/F - 3,144.51 -
Input IGST - 11,439.45 -
Interest Received - - -
2,75,67,172.5
Total
5 31,44,867.49 2,45,38,059.99

5.2 TRADING AND PROFIT AND LOSS ACCOUNT

Particulars 2017-18 2018-19 2019-20

Sales 5,79,47,750.98 5,97,71,794.96 5,53,82,849.17
VAT Out Put 23,45,614.00 - -
CST 20,402.00 - -
Freight Charges 9,69,125.69 10,17,493.77 10,31,914.33
Output TAX 1,24,88,356.34 1,68,38,315.10 1,52,84,605.94
(CGST,SGST,IGST)
GST Cash Ledger C/F 14,617.00 - 17,728.47
GST Refund
82,000.00 - -
Receivable
RCM Output 1,24,520.00 - -
GST Transitional
1,70,050.00 - -
Credit
Net Sales 7,41,62,436.01 11,07,53,697.69 12,94,53,745.67
Cost Of Goods Sold
Opening Stock 1,25,59,037.59 1,41,12,640.63 1,62,87,778.76
Purchases 5,13,27,678.05 5,21,38,809.48 4,46,09,575.40
Vat Input 1,42,032.43 - -
VAT Paid 22,27,138.00 - -
Tax paid - 54,13,702.00 54,75,046.86
Vat TDS - - -
Freight 2,71,051.86 2,63,043.84 3,02,351.13

35
Entry Tax @5% 3,23,978.00 - -
Loading And
44,375.00 27,250.00 62,475.00
Unloading Charges
Ineligible Input GST-
2,267.12 61,007.42 94,867.20
RCM
CGST Input 8,30,336.72 - -
SGST Input 7,27,004.72 - -
IGST Input 70,63,709.31 - -
GST Paid 39,55,327.00 1,14,24,613.63 97,92,691.06
RCM Input 1,22,430.00 - -
Cost Of Goods
7,95,96,365.80 8,34,41,067.00 -
Available For Sale
Closing Stock 1,41,12,640.63 1,62,87,778.76 1,41,31,629.35
Gross Profit 86,78,710.84 1,04,74,315.59 91,88,484.91
Operating Expense
Advertisement 42,447.00 85,276.00 36,800.00
Audit Fees 46,000.00 52,000.00 61,000.00
Bank Charges and
4,57,836.02 5,63,012.67 7,36,268.10
Interest
Commission And
1,610.00 25,535.00 7,36,268.10
Brokerage
Donation 1,96,150.00 1,68,455.00 1,13,601.00
Discount Allowed 2,69,140.20 2,46,741.88 81,139.26
Entertainment 3,580.00 2,100.00 -
EPF Contribution 16,85,341.00 2,18,667.00 18,55,598.00
ESI Contribution 5,82,059.00 7,52,151.00 4,84,769.00
Incentives 5,22,702.00 8,22,964.00 3,67,815.00
Leave Encashment 5,61,960.00 6,36,927.00 -
Bonus 8,24,015.00 - 9,56,725.00
Fuel Expenses 7,67,760.21 8,27,754.76 6,50,420.29
Guest Expenses 40,326.00 18,368.00 5,296.00
Stock Insurance
36,270.00 36,270.00 -
Premium
Interest Paid 2,378.00 - 872.00
PF Penalty 318.00 - 600.00
Repair Charges 1,95,127.96 87,579.68 52,946.03
Outside Labour
1,60,273.00 351.838.47 2,94,667.53
Charges Paid
Alternator Repair
5,94,942.00 11,32,175.00 10,45,640.00
Charges
Death Compensation
- 10,000.00 -
Paid
Bad Debts Written Off - 1,23,306.00 33,689.00
Income Tax Paid(2018-
- 1,280.00 -
19)
TDS Paid - 430.00 13,984.00

36
VAT Penalty Paid - 7,072.00 189.00
Exhaust Fan Repairing 36,100.00 90,027.80 28,950.00
Medical Expenses 2,375.00 60.00 778.00
Starter Repair Charges 41,943.29 78,073.04 75,471.79
Professional And Legal
- - -
Fee
Performance Penalty 10,000.00 - -
Computer Spares 79,870.00 - -
Gratuity Paid 45,291.00 - 58,477.00
Employee Engage
1,97,388.00 - 24,738.00
Program
Labour Cess 126.00 66.00 372.00
Miscellaneous
9,309.00 6,686.00 247.00
Expenses
Mobile Charges 5,31,676.42 4,55,868.57 3,52,819.00
News Paper and
10,756.00 6,950.00 6,045.00
Periodicals
Office Expenses 71,824.00 9,081.00 10,720.00
Office Maintenance 21,410.00 23,957.00 2,330.00
Pooja Expenses 12,633.00 16,996.00 12,259.00
Postage And Courier
23,33,565.00 2,07,729.09 2,04,452.99
Charges
Power Charges 3,12,920.00 3,37,178.20 3,27,577.70
Printing And Stationary 3,60,810.00 3,14,33,349.00 2,22,577.70
Profession Tax 10,000.00 12,500.00 12,500.00
Registration And
12,394.00 18,260.00 12,229.00
Renewal Charges
Rent 15,41,440.00 18,19,222.00 19,85,579.00
Repair And
16,48,560.20 13,88,546.07 20,43,649.68
Maintenance
Salary Of Staff 1,44,59,614.00 1,70,51,662.00 1,52,63,585.00
Service Tax Paid 9,60,383.20 60,798.00 -
Service Tax Input 43,635.80 - 4,040.00
Staff Welfare 5,30,339.42 5,18,067.35 6,21,062.37
Telephone Expenses 1,08,268.60 42,098.45 46,155.49
Training Expenses 4,11,532.00 4,44,324.00 1,49,536.00
Transportation Charges
1,53,633.00 2,06,920.96 28,702.00
Paid
Travelling Expenses 20,85,895.00 25,72,745.00 21,95,284.00
Turbo Charger Repair
18,994.69 9,237.00 10,125.00
Charges Paid
Vehicle Maintenance 3,95,75,144.00 3,59,693.68 2,75,320.04
Vehicle Tax
60,312.00 55,769.00 58,359.00
&Insurance
Van Campaign
6,190.00 - -
Expenses
Work Shop Charges 1,58,717.39 4,26,961.00 2,86,725.92

37
Water Charges 25,934.03 33,470.00 52,306.00
Interest On TDS - 96.00 4,852.60
Round Off 431.27 114.43 160.26
Provision For Income
14,46,635.00 4,31,165.00 -
Tax
Depreciation 5,57,137.00 5,64,446.00 5,50,907.00
DG Hire Charge - - -
Sales Promotion
- - -
Expenses
CENVAT Credit - - -
Swachh Bharath Cess
- - -
Paid
Ppf Interest - - -
Expenses - - -
Ex gratia Paid 5,90,378.00 - -
Non-operating Incomes
Gross Profit 86,78,710.84 1,04,74,315.59 91,88,484.91
Service Charges 2,73,05,748.35 2,45,45,100.95 2,19,87,456.91
Service Tax Collected 9,81,732.91 - -
Swatch Bharath Cess
- - -
Collected
Discount Received - - -
Deduction On Phone
- - -
Charges
Round Off - - -
Service Camp
- - -
Expenses Reimbursed
Oil Incentives - - -
Spares Discount
- - -
Received
Received - - -
Incentives - - -
Interest Received 66,329.00 1,97,488.40 42,873.89
Other Income 19,33,352.30 18,99,228.79 10,08,747.02
Balance Written Off
719.00 - -
Service Tax
Net Profit 32,40,207.56 14,15,118.14 3,83,307.32

Ratios :

38
A financial ratio is a quantitative method of gaining insight into a company liquitidy,
operational efficiency and profitability by studying its financial statements such as the
balance sheet and income statements. Ratio analysis is a corn stone of fundamental equity
analysis.

1. Current Ratios:

The current ratio is a liquidity Ratios that measures whether a firm has enough resources to
meet its Short-Term obligations.

Current ratios = Current Assents

Current Liabilities
Table showing current ratio:
year Current Asset Current Liabilities Current ratios
2020 21807482.7 5015684.72 4.35
2021 23821743.9 4212962.9 5.65

2. QUICK RATIOS:

39
The quick ratio measures a company’s capacity to pay its current liabilities without needing
to sell its inventory or obtain additional financing. The higher the ratio result, better a
company’s liquidity and financial health: the lower the ratio, more likely the company will
struggle with paying debts.

Quick ratios =Current asset -Inventory

Current Liabilities

year Current Asset Inventory Current Liabilities Quick Ratio

2020 2,18,07,482.7 1,62,87,778.76 50,15,684.72 4.01
2021 2,38,21,743.9 1,41,31,629.35 42,12,962.9 2.30

3. NET PROFIT RATIO:

The net profit percentage is the ratio of after- tax profits to net sales .it reveals the remaining
profit after all costs of production, administration, and financing have been deducted from
sales, and income taxes recognized.

Net profit ratio = Net profit × 100

Net sales

40
 year Net Profit Net Sales Net profit Ratio
2020 14,15,118.14 11,07,53,697.69 1.277716
2021 3,83,307.32 12,94,53,745.67 0.296096

4.GROSS PROFIT RATIO

Gross profit margin is a metric analysts use to assess a company's financial health by

calculating the amount of money left over from product sales after subtracting the cost of
goods sold (COGS). Sometimes referred to as the gross margin ratio, gross profit margin is
frequently expressed as a percentage of sales.

Gross Profit = Gross Profit × 100

Net sales

year Gross Profit Net Sales Gross Profit

2020 1,04,74,315.59 11,07,53,697.69 1.13
2021 91,88,484.91 12,94,53,745.67 0.07

41
5.Current Asset Turnover Ratio

The current quantity turnover extent relation is associate in nursing efficiency prominence
relation that want to calculate the company’s ability to come up with sales from its asset
by scrutiny income with total asset .In alternative words this shows however effectively a
corporation will use its assets to come up with sales.

Current Asset Turnover Ratio= Net sale

Current Asset

year Net Sales Current Asset CurrentAssetTurnover

Ratio
2020 11,07,53,697.69 2,18,07,482.7 5.078702
2021 12,94,53,745.67 2,38,21,743.9 5.434268

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6. Net profit to total income

Net Profit Ratio Is Measure the Companies‟ Capacity to Convert Each Rupee Sale into Net
Profit. It Described the Relation Between Profit After Tax and Sales. It Also Shows the
Performance of a Company. In Shows the Efficiency of Management in Producing And
Selling The Products.
Net Profit to Total Income= Net profit × 100
Total income
year Net Profit Total Income Net Profit to Total
Income
2020 14,15,118.14 18,99,228.79 0.745101
2021 3,83,307.32 10,08,747.02 0.379984

43
7. Cash to sales Ratio
The quantitative relation compares the operative money flow an organization to its sales
revenue. This helpful to the analyst and capitalist to the performance and talent of the
corporate to get money from its sales. In different words its shows the flexibility of associate
degree company to convert its sales into money.
Cash to Sales Ratio=Cash
Sales
year Cash Sale Cash to Sales Ratio
2020 86,220.00 5,97,71,794.96 0.001442
2021 40,810.00 5,53,82,849.17 0.000737

8.Asset turnover ratio

The asset turnover ratio measures the efficiency of a company's assets in generating revenue
or sales. It compares the dollar amount of sales (revenues) to its total assets as an annualized
percentage. Thus, to calculate the asset turnover ratio, divide net sales or revenue by the
average total assets.

Asset turnover ratio : sales

Asset

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 year Sale Assets Asset turnover ratio
2020 5,97,71,794.96 2,49,52,350.19 2.395437
2021 5,53,82,849.17 2,65,52,321.15 2.085801

9.Working capital turnover ratio:

Working capital turnover ratio measures how well a company is utilizing its working
capital to support a given level company. A high turnover ratio indicates that management is
being extremely efficient in using firms’ short-term assets and liabilities to support sales.

Working capital turnover ratio = Net Annual Sales

Working Capital
year Net Sales Working Capital Working capital
turnover ratio
2020 11,07,53,697.69 1,67,91,797.98 6.595702
2021 12,94,53,745.67 1,96,08,781.00 6.601825

45
10.Fixed Asset Coverage Ratio:

Fixed Asset Coverage Ratio means the ratio of net book value of the Fixed Assets (including
capitalized and work in work in progress )to the total secured debt on Fixed Assets.
Fixed Assets Coverage Ratios= Revenue
Fixed Asset

Year Revenue Fixed Assets Fixed Asset Turn

Over Ratio
2020 18,99,228.79 31,44,867.49 0.6039
2021 10,08,747.02 27,30,059.99 0.3694

CHAPTER 6
LEARNING EXPERIENCE

6.1 LEARNING EXPERIENCE:

My internship in Advaith Motors Pvt Limited. has taught me more than I could have
imagined. One of the most important things that I gained from my internship is newfound

46
knowledge. This includes knowing how to sharpening the skills that I already possess. The
environment of the organization was very friendly, and the employees cooperated throughout
my study.
This internship has improved my ability to speak with people in a professional setting and
also discussions with Managing Director and co-workers. Just observing the everyday
events has taught me more about team work and how people can come together to get things
done. This has truly been a great learning experience. This experience has enhanced my
social and networking skill where I have learned how to mingle and interact with people
My four weeks of internship was very useful and educative one. I learnt the amount of hard
work that goes into the organization running smoothly and efficiently. It was a good
experience for me and helped to improve my personality attributes in advaith motors Pvt
limited company, Padil Mangalore.

Observation
1. Good relationship between the lower level and higher-level employees
as well as with managers.
2. Co-ordination and team work among the employees helps to yield the expected results.
3.Good relationship with customer .
4.Maintainance of time duration for work.

he recognition and rewards garnered by us for our high standards of service and performance.

47
BIBILOGRAPHY

ARTICLES
▪ Annual report of A Division of Advaith Motors Pvt Limited
company

WEBSITE

 https://advaithmotorsjcb.jcbindia.co.in/

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